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Career

85 STASHED IDEAS

There are a million opportunities left, right, and center.

  • An individual contributor doesn't need to be stagnant in a cycle of repetitive tasks. Give them the opportunity to manage projects from start to finish. Or you can expose them to different areas of the business where they can contribute, while also expanding their knowledge and skillset.
  • Recognize their efforts. As they manage more projects and take on more responsibility, the pay and title should reflect that. Growth isn't only about leading people—it's about responsibilities, skills, pay, and title.
Aurora M. (@aurbm) - Profile Photo

@aurbm

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Career

zapier.com

Allocation is giving other people work to do.

Delegation is giving other people some of your own work to do, where you give them the whole problem to solve, not just a task on its own.

Both individuals and groups need mechanisms to review how their decisions are made.

  • Many businesses are averse to appointing someone to keep statistics on the decisions made and evaluate the biases, errors, the wrong forecasts, and the misjudged factors to make the process more rational.
  • Individuals do not even keep track of having made the decision or forecast. We're also unaware of changing our minds even when we do change our minds. Instead, people reconstruct their past opinion and believe they always thought that.
Elon Musk's management rules
  • No large meetings unless they're of value to everyone.
  • Don't have frequent meetings unless the matter is truly urgent. 
  • If you are not adding value to a meeting, walk out.
  • Don't use acronyms and nonsense words for objects, software, or processes.
  • Avoid any terms that require an explanation - they inhibit communication.
  • Communicate directly with individuals rather than through a chain of command.
  • Don't follow any "company rule" that doesn't make common sense.
  • Ideas that increase productivity or happiness are always welcome.
  • Never do anything that would make a great Dilbert cartoon.
  1. Build positive relationships: Pat people on the back more than kicking them in the pants;
  2. Tell people they matter by being prepared when they show up
  3. Choose an effective location - a neutral space or take a walk.
  4. Stay open: Prepare, but don’t script everything you plan to say.
  5. Get to the point quickly.
  6. Turn to the future quickly: State the issue, give an example, declare your positive intention for them and ask, “How might you improve in this area?”

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