“The real lesson is that you need to be aware of the mental barriers that keep you from doing what you know will improve your life so that you can actively find solutions.”
https://medium.com/swlh/the-i-don-t-feel-like-it-fallacy-75cc47dfd3#.9eavwz4hu
https://www.leadboxer.com/blog/how-did-slack-grow-so-fast/
How To Make A Successful Start-up: Do I Really Need An Office?
http://minutehack.com/opinions/how-to-make-a-successful-start-up-do-i-really-need-an-office
Don’t create a sense of urgency, foster a sense of purpose.
Trying to create a sense of urgency almost always backfires.
https://medium.com/@kimber_lockhart/don-t-create-a-sense-of-urgency-foster-a-sense-of-purpose-724e309ecdb0
WPTavern: Pantheon Launches Community Resource for Scaling WordPress
“Consensus-Dictator-Fork
“I believe the only practical model for running a successful open source project is the Consensus-Dictator-Fork (CDF) model. It’s a fancy name for how most open source projects work. Decisions are made by consensus whenever possible. This usually covers 95% of the decisions by the simple mechanism of proposing a change and asking for strong objections. When strong objections are raised and consensus does not emerge, the project BDFL (benevolent dictator for life) makes the final call. If enough people object to that decision, they fork the project and create their own. It is a naturally self-balancing system.
“CDF doesn’t solve the problem, but it provides the first building block.”
http://hueniverse.com/2014/10/22/wide-open-or-are-you-in/
“M3 arises when you come to the branch to ask for a loan, I approve it, I open you a bank account and stick the money in there (the bank’s liability) in exchange for expecting you to pay me back one day with interest (the bank’s asset).
“Then you buy stuff, your money moves to the bank account of whoever sold you the stuff, the bank’s asset remains your loan but the bank’s liability is in the bank account of the guy who sold you the stuff.
“No saver ever got involved in this, and that’s where 90% (actually more) of all money in the world comes from.”
http://www.amazon.com/Foolproof-Safety-Dangerous-Danger-Makes/product-reviews/0316286044/ref=cm_cr_pr_viewpnt_rgt?ie=UTF8&filterByStar=critical
“A dependable tell for a systems-thinker as opposed to a goals-thinker is lots of failures along the way and lots of big wins too. Every time Trump ran for president and lost, he gained experience, name recognition in a new field, and important connections. Observers who see life from a goals perspective saw a three-time loser on his way to losing a fourth time. Systems thinkers saw a systems thinker acquiring experience and power in exactly the right way to maximize success.”
” It might be more accurate to see Trump’s persuasion as a result of his talent stack and not as a separate talent in itself.”
“When you learn to see the world in terms of systems, not goals, everything comes into focus.”
http://blog.dilbert.com/post/137749295801/trumps-talent-stack-systems-versus-goals
“Your vision needs to be broad enough to appeal to a variety of people and organizations. You can’t be all things to all people. But you need to be something to enough people to come together and make their aspirations a reality.” — Bill Bratton
It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.
– Dee Hock
Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality.
– Dee Hock
Make an empty space in any corner of your mind, and creativity will instantly fill it.
– Dee Hock
With the advent of genetic engineering the time required for the evolution of new species may literally collapse.
– Dee Hock
It won’t do away with hierarchy totally, but the principal leader will be the person who most exemplifies the kind of organization and behavior required who is best able to create the conditions such organizations require.
– Dee Hock
If you look to lead, invest at least 40% of your time managing yourself – your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.
– Dee Hock
The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.
– Dee Hock
Make a careful list of all things done to you that you abhorred. Don’t do them to others, ever.
– Dee Hock
If you don’t understand that you work for your mislabeled ‘subordinates’, then you know nothing of leadership. You know only tyranny.
– Dee Hock
Think about technological float: it took centuries for the wheel to gain universal acceptance. Now any microchip device can be in use around the world in weeks.
– Dee Hock
What will become compellingly important is absolute clarity of shared purpose and set of principles of conduct sort of institutional genetic code that every member of the organization understands in a common way, and with deep conviction.
– Dee Hock
Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.
– Dee Hock
Language was a huge expansion of that capacity to deal with information.
– Dee Hock
Clean out a corner of your mind and creativity will instantly fill it.
– Dee Hock
Make another list of things done for you that you loved. Do them for others, always.
– Dee Hock
Every mind is a room packed with archaic furniture.
– Dee Hock
Substance is enduring, form is ephemeral.
– Dee Hock
Preserve substance; modify form; know the difference.
– Dee Hock
If you’re in such a position of power and your ego is such that this is not possible, then its essential to have a small cadre of very bright, committed people who are questioning, exploring and understanding these emerging concepts.
– Dee Hock
Success follows those adept at preserving the substance of the past by clothing it in the forms of the future.
– Dee Hock
The closest thing to a law of nature in business is that form has an affinity for expense, while substance has an affinity for income.
– Dee Hock
Experience is easy to provide and quickly put to good use by people with all the other qualities.
– Dee Hock
If you go back to the first single-cell form of life, it clearly possessed the capacity to receive, to utilize, to store, to transform, and to transmit information.
– Dee Hock
An illustration I use to get people to understand it is this: I’ll ask major corporate audiences: Why don’t you just take all your traditional beliefs about organizations, and apply them to the neurons in your brain?
– Dee Hock
As I like to say, the entire collective memory of the species – that means all known and recorded information – is going to be just a few keystrokes away in a matter of years.
– Dee Hock
The prudent course is to make an investment in learning, testing and understanding, determine how the new concepts compare to how you now operate and thoughtfully determine how they apply to what you want to achieve in the future.
– Dee Hock
Throughout history, it took centuries for the habits of one culture to materially affect another. Now, that which becomes popular in one country can sweep through others within months.
– Dee Hock