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jonmueller

Location: Milwaukee

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Web site: http://www.800ceoread.com



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Es_11070_100211_010bwjonmueller
I've spent some time this week thinking about some of the very awful business situations I've been in, analyzed what I could have done better, and considered signs to help avoid types of individuals and situations in the future. This is my big idea today: Don't underestimate what you have to contribute, but also focus very intently on how to cooperate with others.
Es_11070_100211_010bwjonmueller
Potential innovators face a vast and often bewildering array of decisions, and that generates at least three kinds of trouble...Simply put, if people don't know where to start or what to aim for, chances are they won't start at all, but will instead turn their attention to something more tangible, such as doing business as usual. Taken from: Innovation As Usual by Paddy Miller and Thomas Wedell-Wedellsborg
Es_11070_100211_010bwjonmueller
If one doesn't apply knowledge, doesn't review, keep it up, it sinks into a Sargasso and encrusts with barnacles. Taken from: Sylvia Plath
Es_11070_100211_010bwjonmueller
Words, and then writing, gave people tools by which they could literally talk about things, first in-person and then over distances of time and space. Literate societies were able to articulate and then share ideas about what they believed and how they wanted to live. Words made conversation possible, and conversations meant that people could learn from one another. Taken from: Jonathan Salem Baskin's 'A Thousand Words
Es_11070_100211_010bwjonmueller
Hindsight may provide temporary comfort to those overwhelmed by complexity, but as for providing deeper revelations about how the world works, you'll benefit by looking elsewhere. Taken from: Rolf Dobelli's 'The Art of Thinking Clearly'
Es_11070_100211_010bwjonmueller
Retirement confusion: When people confuse the importance of saving money with the need to postpone pursuing dreams. Taken from: Richie Norton's 'The Power of Starting Something Stupid'
Es_11070_100211_010bwjonmueller
Scientists now know that the brain is incapable of paying attention to two things at the same time. What looks like multitasking is really switching back and forth between multiple tasks, which reduces productivity and increases mistakes by up to 50 percent. Taken from: Quiet, by Susan Cain
Es_11070_100211_010bwjonmueller
In a world with less money, close personal relationships are more important. Taken from: John Gerzema & Michael D'Antonio's 'The Athena Doctrine'
Es_11070_100211_010bwjonmueller
To keep the competitive fire lit bright, nothing is more important than that the contest be close. Taken from: Po Bronson & Ashley Merryman's 'Top Dog'
Es_11070_100211_010bwjonmueller
Stand up for quality. Be a walking, noisy Geiger counter that registers the presence or absence of quality. If something is ugly, say so. If it is tacky, inappropriate, out of proportion, unsustainable, morally degrading, ecologically impoverishing, or humanly demeaning, don't let it pass. Taken from: Donella Meadows in Marty Neumeier's book 'MetaSkills.'
Es_11070_100211_010bwjonmueller
Designing is not the exclusive territory of designers. If it were, the amount of innovation in the world would be a mere fraction of what it is today. A designer is simply someone who doesn't take yes for an answer - a person who searches for better and better solutions to what could be, when others are satisfied with what is. Taken from: MetaSkills by Marty Neumeier
Es_11070_100211_010bwjonmueller
The fascination of what's difficult will dry the sap out of your veins, Yeats complained. But there's every reason for this perdition of carving in an underworld where few eyes will penetrate. What you don't see influences what you see. A crucial part of the appearance of an object is the point at which it disappears from the observer's view. Taken from: David Esterly's The Lost Carving
Es_11070_100211_010bwjonmueller
Creativity is something you practice, not just a talent you're born with. Taken from: Harvard Business Review article by Tom and David Kelley, December 2012.
Es_11070_100211_010bwjonmueller
In many organizations the idea that you have a single job role is fast becoming outdated.
Es_11070_100211_010bwjonmueller
Reading is often seen as a passive act: we lie back and let writers pipe joy into our brains. But this is wrong. When we experience a story, our minds are churning, working hard. Taken from: Jonathan Gottschall, The Storytelling Animal
Es_11070_100211_010bwjonmueller
So how does an organization go about figuring out why it exists? It starts by asking the question, "How do we contribute to a better world?"
Es_11070_100211_010bwjonmueller
Purpose is where performance differences start. Nothing else is more important to the survival and success of a firm than why it exists, and what otherwise unmet needs it intends to fill.
Es_11070_100211_010bwjonmueller
Complexity is the inevitable consequence of growth, and ultimately its silent killer.
Es_11070_100211_010bwjonmueller
Using surprises as strategic tools involves paying close attention to the things that happen around us and directly to us.
Es_11070_100211_010bwjonmueller
Sooner or later, most learners reach a plateau, repeating what they already know rather than battling their weaknesses, at which point progress becomes slow.
Es_11070_100211_010bwjonmueller
I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration.
Es_11070_100211_010bwjonmueller
There are many ways to generate new input, but the most effective is to learn to ask the kinds of questions that can lead you to a real discovery.
Es_11070_100211_010bwjonmueller
The operative differentiator now is how they think. And many are thinking differently than they were just a few years ago.
Es_11070_100211_010bwjonmueller
The Synergist is focused primarily on what is best for the enterprise.
Es_11070_100211_010bwjonmueller
Why would anyone play what they learned?

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