What Got You Here Won't Get You There

https://archive.org/details/whatgotyouherewo00mars

Notes

• Feedback must be constructive, not criticism - on improvement advice, not critique. And it .just be future, not past. Must be framed like I will a tvon it, not just talk.
• Change is 2 party - person changing and people who notice.
• 360 feedback - 2 way as participants also choose one thing to improve about themselves
• Information and emotion - what is appropriate, and how much?
• 106 information compulsion - need to blab, even if it's not in your own interest
• Goal obsession: finish the job no matter the obstacles. Not good if at expense of larger mission. Short sighted goal.
• Less me. More them. Equals success.
• Dale Carnegie - sweetest words to a person are their name. MG - sweetest words are Thank You
• I'm not mechanically inclined. I always thought that a universal joint was something that hippies smoked. Lol.
• 74 there's no telling how much a group can achieve if nobody cares about getting the credit. Here is a simple drill that will transform you from a credit miser to A credit philanthropist. Take every self congrats. And notice how everything stands on the shoulders of giants.
• List every important posse and key person in it. Set up time every Wednesday morning to show appreciation. Call email, note, etc.
• 72 - successful people become great leaders when they shift attention from themselves to others
• Strategy insight: for every of the twenty mistakes - come up with a humorous habit that addresses the issue and creates a win-win on the spot.
• Telling the world how smart we are. When I recruit, I will not tell them. I implicitly require them to show that they understand the mission.
• Will this help our customer, company, person we're talking to, person we're talking about
• When potentially morally questionable - would you want your mother to read about that in the newspaper
• What about 'hes an ass' he has 'ass behavior' - him vs his behavior?
• People permit themselves destructive comments under excuse that they are true, candid. The real question is - is it worth it, not is it true.
• 10 bucks fine every time someone makes a destructive comment.
• Destructive comments are problematic in 15% of cases. Not that we don't make them - ut they are not a problem in 85% of the cases.
• 'avoids destructive comments ' has least correlation between how we see ourselves and how others see us.
• Not judging makes you agreeable if you don't agree with others
• Judgment-free - 'thanks, I haven't considered that before'
• I don't get this adding too much value thing. It appears that if there is a better way, why not do it? Is it about letting people make their own mistakes? Like the torch table controller example where we fixed it after they fucked it up, only wasting a bunch of time. I wrote it off as a failure to learn from best practice. It's apparently 'my idea' vs 'your idea' and its effects on motivation. But in a collaborative org - it doesn't matter whose idea it is- just build on best practice! Thus, the solution here is collaboration - collaborative ownership - not me me me.
• I do disparage competitiveness. Because collaboration clearly gets you farther: sharing knowhow. To say otherwise in my book is retarded. Is there any historical example where competition created a win-win situation? I'll gladly consider an example. Ex: US arms race; sports, not a win win. Science - inferior science. Resource conflicts. Scarcity everywhere. The point we must understand is that win win is collaborative. Not splitting the difference must be collaborative.
• You can admit, 'thats me'. But are less likely to admit that it's a problem
• 42 - the higher you go the more your problems are bahavioral. The candidate with superb interpersonal and not technical skills will win all the time. As we advance in our careers - bahavioral changes are the only changes we can make
• Good news is that leaders only have 1-2 of the grand 20 faults, so a solution is in sight
• Shift into neutral. It requires you to do...nothing!
• Don't do a to do list. Start a To Stop list.
• In a company, there is no system for rewarding avoidance of a bad decision.
• 35 - leaders don't need to learn what to do. They need to learn what to stop.
• 30 - natural law - What's in it for me? Hot button even for the most naughty - is their self-interest. All you have to do is find it. It's not the same for all people. Typically it's money, power, status, popularity. Where is meaning, purpose, autonomy, mastery?
• 24 - Getting from I choose to succeed - to I choose to change - is not easy.
• 12 - Ph.D. in organizational behavior.
• 360 degree feedback - includes family members. Apologize, advertise, and follow up. Then gratitude for feedback. Then feed forwarding.
• If we had a complete grip on reality, we wouldn't get out of bed in the morning! The most realistic people are chronically depressed!
• 3 team members assesses they contributed to 150% of success, lol. Each through they contributed 50%
• Funny twist on 80/20 rule - 80% think they are in the top 20%!
• People with high self-efficacy see opportunity where others see threats