No one should have to ask permission to take responsibility.
Rubrika: Beyond Measure: The Big Impact of Small Changes
Cultivating pervasive achievement
Most organizations invest more in rooting out underperformers than in cultivating pervasive achievement.
Consider the message: you don’t have potential
Nominating some executives “high-potentials” may be no more than a self-fulfilling prophecy. Give these individuals special attention, training, and support and of course they do well. But it’s worth considering the message conveyed to the rest: you don’t have potential.
Expect great things and you are more likely to get them
Never mind who’s gifted, who’s talented. Expect great things and you are more likely to get them.
Great ideas come from life
Great ideas don’t come from offices but from life.
Defensiveness was more evident than openness
Seeking to tear down the mental walls that constrain thinking and collaboration has inspired most companies to tear down office walls. Seventy percent of US companies now use open-plan offices and hot desking in the hope that these free-form physical structures will provoke free-form thinking. This architectural determinism isn’t entirely convincing—there’s plenty of evidence that people find open workspaces noisy, distracting, and impersonal. Walking through several such workspaces recently, I couldn’t help but notice how hard everyone was working to simulate privacy. Plugged into headphones, surrounded by stacks of books and temporary dividers, defensiveness was more evident than openness.
Taking a half hour walk can prove wildly more productive than staying late at work
Taking a half hour walk can prove wildly more productive than staying late at work.
Let your mind wander
To be truly productive, therefore, means to take time for quiet, focused work but also to find time to let your mind wander.
Quiet time
Quiet time would be a designated part of the day in which engineers could work alone, confident that they would not be interrupted—because everyone else would be doing quiet work, too. The rest of the day would be available for “everything else.” Quiet time was set three days a week, from morning until noon. The engineers loved it. Some reported that their productivity had increased by as much as 65 percent.
Working eleven or more hours a day had at least doubled the risk of depression
Working eleven or more hours a day had at least doubled the risk of depression. Those working fifty-five hours a week or more began, in midlife, to suffer cognitive loss. Their performance was poorer when tested for vocabulary, reasoning, information processing, problem solving, creativity, and reaction times. Such mild cognitive impairment also predicted earlier dementia and death.