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The biggest thief… and Opting out of email

Here we are….

The two articles that are resonant to me this week, one from Jack Welch and one from Derek, one for governing a company and one for governing your own self.

Here are few extract quotes from the two writing that I find most useful for me.

1- Opting out of email (by Derek Handley – link)

We all already have one inner voice permanently talking at our minds; trying to calm and be at peace with it is enough of a challenge. Overlaying another stream on top which is constantly interrupting what little white space we have left to really think, is one of the banes of our generation. Our constant connectedness brings a lot of great possibilities, but the status with which we hold it today is a prohibitor of creativity, independent thinking, peace of mind and presence in the real world.

a lot of us operate on auto pilot — lemming-like into the office, laptops up, crashing into the inbox and fighting with it for nine hours straight punctuated by rushed in-person meetings that generate more inbox artillery, shrapnel cc’d everywhere and at the end of the day or the week a sense of — ‘what did we achieve’? And are we happy with it, or ourselves? Often not a lot and no, not really.

If you are fit, look great, eat well, sleep well but are living somebody else life, by the imaginary rules of other people, ignoring your own true path and dreams and the essence of who you are, then you may be well, but you aren’t truly being.

 

2- The biggest thief in your organization (by Jack Welch – link)

Instead, most managers find themselves in countless productivity-sucking meetings and sidebar conversations about underperformers. “Rick didn’t finish the spreadsheet again, and Sally had to stay up all night so we could have it for the clients. What are we going to do?”

The biggest energy drain with thieves can often be the effort it takes to push past their caveats and excuses, and goad them into doing the work in the first place.

The most valuable resource you have as a manager is your attention. Invest it in top people and those with the potential to join their ranks.

Keeping an inveterate conflict-creator on the team doesn’t make you a good, balanced manager. It makes you a robbery victim.

At the end of the day, it’s pretty much about being authentic, being who you truly are, having courage to make tough call, and balancing the act.

Saigon, 13.May.2016

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