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70 STASHED IDEAS

And seasons change. When companies react negatively to an employee leaving or take it personally, they do a disservice to that person's work and makes the end of that season seem like a failure instead of an exciting step forward.

Companies have to normalise employees leaving, starting from the top down.

Jane K. (@jan_jkk) - Profile Photo

@jan_jkk

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Career

fastcompany.com

The exploration-exploitation dilemma

Great innovators are known for risk-taking and experimentation. But optimising needs a different skill-set that relies on refinement and efficiency. It is then rare to find people that can innovate and optimise.

A typical story is that a founder launches a startup, successfully grows it through the initial stages, then gets replaced by a more experienced CEO. However, the best results are produced when exploration and exploitation coincide.

Disruptive companies are gold

Disruptive companies are well-liked by investors and stakeholders, in this tough and cutthroat industry.

According to a study, 70% of startups fail, usually within two years of operation.

The Perception of Ambition

A healthy dose of ambition and drive is no doubt the key to success.

Defined as striving of an individual for status and achievement, ambition is particularly rampant in the corporate world, with managers wanting to climb up to the top of the corporate ladder.

For many people the need to be a knower is caused by shame and even trauma. Being the knower can get people out of difficult situations, and it’s easy to believe that being a knower is the only value we bring to relationships and work.

Knowing can also become a culture problem when only some people are valued as knowers.

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