this is the best practical book on how management is changing and how you can be waaay ahead of the curve. read it, or my notes for an idea of what it...morethis is the best practical book on how management is changing and how you can be waaay ahead of the curve. read it, or my notes for an idea of what it's about. the book has a lot more practical advice about innovating your management processes regardless of whether you're running your own company or whether you're working at a big corporation.
14: Max Weber has been dead for 90 years, but control, precision, stability, discipline, and reliability - the traits he saluted in his anthem to beaureacracy - are still the canonical views of modern management.
23: Toyota's capacity for continuous improvement has been powered by a belief in the ability of "ordinary" employees to solve complex problems. In 2005, the company received 540,000 improvement ideas from its Japanese employees.
43: Goal of mgmt innovation is to build organizations that are capable of continual, trauma-free renewal.
56: Something in orgs that deplete natural resilience and creativity of human beings - management principles that foster discipline, economy, rationality, and order, yet place little value on artistry, nonconformity, originality, and elan.
62: Hierarchies are good at aggregating effort, at coordinating activities of people with widely differing roles. But not good at mobilizing effort, at inspiring people to go above and beyond. When it comes to mobilizing human capabilities, communities outperform beaureacracies. For several reasons: * In bureaucracy, basis for exchange is contractual; in community, it's voluntary - give your labor to make a difference or exercise talents * In B, you are factor in production; in C, a partner in a cause * In B, loyalty is a product of economic dependency; in C, dedication and commitment depend on one's affiliation with the group's aims and goals * in B, policies and rules determine supervision and control; in C, norms, values, and peer pressure * in B, contributions based on role; in C, capability and disposition are more important than credentials and job desc * in B rewards are mostly financial; in C, mostly emotional
Compared with bureaucracies, communities tend to be unmanaged. That, more than anything else, is why they are amplifiers of human capability.
64: No discussions of mgmt process suggest participants have hearts - none of Beauty, Truth, Love, Service, Wisdom, Justice, Freedom, Compassion. You are unlikely to get bighearted contributions from your employees unless they feel they are working toward some goal that encompasses bighearted ideals.
74: Peer pressure enlists loyalty in ways that bureaucracy doesn't.
75: Whole Foods: 93% of company stock options have been granted to nonexecutives (In most companies, 75% of stock options go to give or fewer senior execs).
89: In a high-trust, low-fear organization, employees don't need a lot of oversight - they need to be mentored and supported, rather than bossed around.
91: Recruiting people to a new initiative is a process of giving away ownership of the idea to people who want to contribute. The project won't go anywhere is you don't let people run with it. - Terri Kelly, CEO, WL Gore
91: Willing commitment is many times more valuable to an org than resigned compliance. Gore tenet: "All commitments are self-commitments." At Gore, tasks can't be assigned, they can only be accepted. Associates are measured and rewarded on the basis of their contribution to team success, they have an incentive to commit to more rather than less. While associates are free to say "no" to any request, a commitment once made is regarded as a near-sacred oath.
97: Mgmt innovation almost always delegates power downward and outward. To enfranchise employees you must disenfranchise managers, yet the redistribution of power is one of the primary means for making organizations more adaptable, more innovative, and more highly engaging.
110: If you run the company as a set of extended conversations, you get a lot of buy-in, and buy-in drives execution.
119: Management innovations that humanize work are the ones most likely to succeed - and they'll help your company recruit the best of the best.
130: To sell one's time rather than what one produced, to pace one's work to the clock, to eat and sleep at precisely defined intervals, to spend long days endlessly repeating the same, small task - none of these were, or are, natural human instincts.
136: You don't need a lot of front-line discipline when four conditions are met: 1. First-line employees are responsible for results 2. Team members have access to real-time performance data 3. They have decision authority over the key variables that influence performance outcomes 4. There's a tight coupling between results, compensation, and recognition
138: Individuals often defend the how of a hoary old management process simply because they haven't thought deeply about other ways of accomplishing the goals that process serves.
161: What can management innovators learn from markets? First and foremost, this: resources (capital and talent) have to be free to seek the best returns.
164: Additional rules for building nimble companies: * First, process of evaluating and pricing new projects needs to be decentralized * Innovators should have access to multiple sources of experimental capital * The more efficient the market for ideas, talent, and capital (the easier it is for internal innovators and investors to find each other, and the fewer the constraints on the internal realignment of resources - the more adaptable a company will be)
167: Additional design rules for 21st century (adaptable) companies: * leaders must be truly accountable to the front lines * employees must feel free to exercise the right of dissent * policy making must be as decentralized as possible * activism must be encouraged and honored
196: What tools can we give to employees to make them fully empowered business innovators? * DB of customer insights and competitor intelligence? * detailed financial stats to explore implications of changes in pricing, promo spending, staffing, etc? * maps of key business processes to reconfigure and analyze them? * internal website that helps individuals gather feedback on their creative ideas?
207: in a community of peers, people bow to competence, commitment, and foresight, rather than to power.
255: For the first time since the dawning of the industrial age, the only way to build a company that's fit for the future is to build one that's fit for human beings as well. *This* is your opportunity - to build a 21st century management model that truly elicits, honors, and cherishes human initiative, creativity, and passion - these tender, essential ingredients for business success in this new millenium. Do that, and you will have built an organization that is fully human and fully prepared for the extraordinary opportunities that lie ahead. (less)
TRUTH 7: In order to grow, you must repeatedly tackle fresh challenges and consider new ideas to give your mind re...morePersonal Development for smart people
TRUTH 7: In order to grow, you must repeatedly tackle fresh challenges and consider new ideas to give your mind resh input. If you merely repeat the same experiences, you'll stagnate, and your mental capacity will atrophy.
7: Excessive routine is the enemy of intelligence.
7: Think about where your life is headed and and yourself "how do i honestly expect my life to turn out?" imagine a logical impartial observer is assigned examine your life in detail and to predict what your life will look like in 20 years, based on your current behavior patterns. If you're brave enough, ask several people who know you well to give you an honest assessment of where they see you in two decades. their answers may surprise you.
13: the best point to make new choices is when you feel alert, clearheaded, and intelligent. put those decisions in writing and fully commit yourself to them. when you inevitably sink back down to lower states and lose sight of that higher perspective, continue to act on those decisions even though you may no longer feel as committed to them. if your decisions are not perfect, when you use this process, you can at least trust that you made them correctly and from a place of truth.
16: When you sense a conflict between feelings, beliefs, and behavior ask yourself if you really believe what you've been taught. are your beliefs truthful and accurate? are they congruent with your perceptions? in order to align yourself with truth, you must eventually release erroneous, inaccurate, and inconsistent beliefs. cultivating self-trust frees you; self-doubt enslaves you.
22: Look at each area of your life and ask yourself, What do I truly want? What is my dream, my grand vision? What is the deep desire Ive been longing for, the one i hesitate to admit because i don't think i can have it? what path do i most want to experience? accept that you want what you want, and stop living in denial of your true desires.
LOVE 27: the decision to connect is the essence of love.
28: if you want to grow consciously, you must deliberately decide which connections you'll strengthen and which you'll allow to weaken.
29: as adults we often forget that the best way to fulfill our desires is to walk right up to whatever interests us and engage with it directly. instead, we create all kinds of silly rules that limit our ability to connect with what we want. by consciously making connections that feel intuitively correct to you, you bring yourself into alignment with the principle of love.
31: when you understand there's no such thing as an external relationship, you'll become aware that the true purpose of relationships is self-exploration. when you feel a deep sense of communion with another person, you're actually connecting deeply with an important part of yourself. by communing with others, you learn to love yourself more fully.
35: next time you're with a group of people, imagine that each person there is inherently connected to you, and notice what happens.
40: Love is not an accident. love is a choice to recognize the deep nonphysical connection we all share. to love is to say "we are all the same."
44: think of your relationships as external projections of the real you, and you'll realize that the purpose of every relationship is to teach you how to love yourself from the inside out. WHenever you communicate with another person, you're exploring the depths of your own consciousness because that's where all your relationships exist.
POWER 50: What do you long for so badly that you can't stop thinking about it, even if you consider it impossible. If you want to develop your power, you must accept your desires as they come, no matter how strange they may seem.
51: Your choices are yours to make and can never be dictated by others. you need never justify what you want. you want what you want, and that is enough. in order to wield power effectively, you must accept full responsibility for your life and be willing to make decisions under all circumstances. this includes ambiguous, challenging, and risky situations. there's no rule that says you have to be right. the only rule is that no matter what happens, you're responsible.
51:when you face important crossrowads in life, exercise your power to decide consciously. offer up a definitive yes or no. don't succumb to the blind defeat of silent approval. to align yourself with power, you must make real choices.
51: life is constantly asking "what do you want?" you have the freedom to answer that question however you wish.
52: is makes sense to focus your attention on the current moment since it's the only place you have any real power (past is over and you have no control over the future)
53: the purpose of goal setting is not to control future, but to improve quality of present-moment reality - give you better clarity and focus. set goals that make you feel powerul, motivated, and driven when you focus on them, long before the final outcome is actally achieved. avoid setting goals that make you feel powerless, stressed, or weak.
56: your goals don't need to be specific, clear, and measurable. oyu don't need crisp deadlines and you don't need detailed step by step plans. you simply need a burning desire to take action. only goals that align with your truest, deepest desires can summon that kind of power. pick goals that are so exciting that making a serious effort feels almost effortless.
58: motivation is highest when you're already in motion. if you can summon enough discipline to get going again, you'll often find that your momentum reboots your natural motivation to continue.
59: no problems are big or small except relative to your self-discipline. the more disciplined you are, the lighter your problems are. building self-discipline is one of the hardest things you'll ever have to do.
64: if you adopt a highly disciplined routine for your first waking hour, you'll probably enjoy a highly productive day.
ONENESS 70: love is choosing to connect. oneness is knowing your already connected. found the easiest way to tune in to oneness is ask "where is the joy"
73: genuine honesty is truth tempered with love
86: there's no higher authority in life than you. if you think anyone else has authority over you, it's only because you yield your authority by choice. sometimes the consequences are so severe that you feel as if you have no choice, but in truth you always do.
87: if you fail to claim authority over your own life, someone else will surely claim it for you.
COURAGE 102: enables us to face long-term gain in the face of short-term obstacles. without sufficient courage, your default behavior will be to play it safe by favoring false security over purposeful action.
102: a good rule of thumb to follow is: whatever you fear, you must eventually face
102: before you embark on any path, ask the question: does this path have a heart? If the answer is no, you will know it, and then you must choose another path. If your path has no heart, you're on the wrong path. the heart-centered path is that of courage, not false security. the illusion of security is the primary aim of the false path.
104: go out and actively create what you want. life is waiting for you to make the first move. use your power. fear is the shroud of opportunity. your greatest regrets in life won't be the mistakes you made; they'll be the opportunities you let slip through your fingers by failing to act. when you take the initiative, you pull back the shroud of fear and catch a glimpse of the opportunity behind it.
105: if you want something, ask for it. accept the risk of rejection and summon the courage to take action anyway. if you get turned down, you'll survive. you'll learn from the experience and grow stronger. if you don't get rejected, you'll achieve your outcome in the fastest and simplest way possible. when you risk rejection, either you get what you want or you build some courage. either way the outcome is positive.
107: the guiding force of honor is your conscience, which is your intuitive ability to discern right from wrong. right actions are aligned with truth, love, and power. wrong actions are out of alignment with these principles. a sense of honor enables you to perceive the difference.
108: when you feel lazy and unmotivated, the simple reason is that you're feeling disconnected. you've fallen out of alignment with truth, love, and power. when you recognize that you're in this state, reconnect with the real you. remember who you are. reconnect with what excites you. revisit those times in life when you were on fire - not because of external events, but because you were aligned with your truth, love, and power. turn your gaze within and ask yourself: where is the path with a heart, and what can i do to honor that path right now? whatever the answer, summon the courage to take immediate action.
119: when we creatively express ourselves, we're honestly sharing what's most important to us.
121: when you're in flow, you'll know without a doubt that you're on the right track as you make progress towards something meaningful and important. what inspires you isn't the achievement of any particular goal; it's the endless flow of self-expression. you'll fall in love with the journey itself.
CAREER 161: "work is love made visible."
170: what is the career path with a heart - the path that terrifies you, the path that stirs your soul, the path you secretly fantasize about that's the path that honors the real you.
my cousin from delhi gave me this, and i read it while traveling in india.
it's a great overview of where india is and is poised to go in the 21st cent...moremy cousin from delhi gave me this, and i read it while traveling in india.
it's a great overview of where india is and is poised to go in the 21st century. luce explains india's dynasty politics (nehru/gandhi) and religious context to help the reader understand how india's bureaucracy, system of government, conflict with pakistan, treatment of muslims, relationship with china and the US, and current economic drivers will play a role in india becoming the next great superpower.
his conclusion is that achieving greatness is "india's to lose", though there are big obstacles standing in its way. some of the biggest include unfireable gov't employees, rampant corruption, and well-intentioned policies that don't help india's massive poor population out of poverty.
a fascinating read if you want a broad overview of india's potential in the 21st century. --- 242: on india's first cricket match vs. pakistan, in karachi: "every indian i met said he had been treated like a long-ost brother; shopkeepers had refused to accept their cash; taxi-drivers had declined fares; hotels were waiving bills; and people kept approaching them on the streets to offer sweets and other small gifts. 'it is overwhelming' same one among a group of indian men, all dressed in the blue shirts of their national team. 'we didn't know what to expect but we feared there would be hostility'. india won the game and received a prolonged ovation from the vast pakistan crowd.
329: laws are a modern talisman intended to bring results by the magical power of words themselves. hundreds of years ago, foreign chroniclers of india observed the tendency of Brahmins to prefer words to action, and sometimes to believe they were one and the same thing.
what appears to be chaotic on the surface is often just how it should be.
"remember, india always wins". India has a way of confounding you and still making you laugh abut it.
dyson is an inventor, designer, engineer, entrepreneur, and iconoclast. he invented the dyson vacuum cleaner (amongst other products). dyson pulls no...moredyson is an inventor, designer, engineer, entrepreneur, and iconoclast. he invented the dyson vacuum cleaner (amongst other products). dyson pulls no punches, and his candor is refreshing - there are no sound bites here. i found myself laughing out loud at least once a chapter. if you're into thinking differently about the "proper" way of doing anything (running a company, building a product, etc etc), i'd recommend this book. i wanted to give it 4.5 stars (otis, half stars please :) but gave it 5 because I LOL'ed like a n00b AOLer so often.
my notes: Dyson: 7: it is only be remaining as close as possible to the pure function of the object that beauty can be achieved.
7: Anyone can become an expert in anything in six months.
7: After the idea, there is plenty of time to learn the technology.
38: the only way to make a genuine breakthrough is to pursue a vision with a single-minded determination in the face of criticism.
39: the mere fact that something had never been done before presented no suggestion that doing it is impossible.
42: in a world of spreadsheets and accountants, advertising and shiny-suited businessmen, we are growing timid, afraid of our potential for creation.
48: Brunel would wake up and say to himsef, "i want to design the first ocean-going vessel with a screw propeller, it'll look great, be hugely efficient, and change the world." he didn't wake up and think "i think i'll try mixing a few more oats in with the horse's feed and see if it makes the cart go faster."
56: the root principle was to do things your way. it didn't matter how other people did it. it didn't matter if it could be done better. the trick is not to keep looking over your shoulder at others, or to worry, even as you begin a project, that it is not going to be the best possible example of its kind. as long as it works, and it is exciting, people will follow you.
126: there is no such thing as a quantum leap. there is only dogged persistence - and in the end you make it look like a quantum leap. ask the japanese.
168: the japanese put no faith in individualists, and live in an anti-brilliance culture. they know full well that quantum leaps are very rare, but that constant development will result, in the end, in a better product.
176: i am constantly amazed at the way businessmen seem quite happy to treat designers, an approach they would never take with, say, accountants or lawyers. they seem to perceive design as some sort of amateur indulgence, a superfluous frippery in which everyone can chuck in their opinions and to hell with the designer.
195: the thing about inventing is that it is a continual and continuous process, and it is fluid. inventions generate further inventions. in fact, that is where most inventions come from. they very rarely come out of nothing.
203: the edisonian principle: keep testing and retesting and believe only the evidence of your own eyes, not of formulae or of other people's opinions. you may have to fly in the face of public opinion, and market research. they can only tell you what *has* happened. no research can tell you what is *going* to happen.
253: companies are built, not made.
259: a man in jeans and a t-shirt has nothing to hide behind - and will not feel compelled to hide behind conformity in anything else.
261: people wear a suit because if you look the part, if you look efficient, look sober and reliable, people will assume that you are, and you can get away with being inadequate. show up for a marketing meeting in your underpants, though, and you have to be pretty damned impressive to pull it off. i want people to make their judgements abut me for deeper reasons than what i wrap myself in to keep out the cold.