85 STASHED IDEAS
There are a million opportunities left, right, and center.
You need to identify who your leaders are and who your individual contributors are early on in the process.
Failing to do this is going to create a lot of frustration for you and your team. Sit down with them and ask what they enjoy, what gets them excited for work, and—this is important—what they aren't interested in.
Success looks different for each person—as does fulfillment.
You will stand out in some specific skills and tasks. Those are the skills others pay for and where you add the most value.
But you probably don't spend that much time using your skills because you try to do everything else by yourself. You may know that you should delegate more, but it's just too difficult to do.
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.
Delegation means giving up control and trusting others with your work. Reasons that delegation feels hard:
But delegation is a skill. Like any other skill, it requires practice and resources to get good at it. It requires you to manage projects and people.
Staying organised while delegating can be difficult. To ensure you are on top of everything, follow this 3-step process.
To delegate efficiently, ensure you choose the right person for the job with the necessary skills.
When you are hiring, make a practical test simulating the task you are delegating. If you need a video editor, ask for a quick video.
Both individuals and groups need mechanisms to review how their decisions are made.
Decision making can be divided into three systems: Emotional, rational, and perceptual systems.
The rational model is one where the beliefs and desires are supposed to be determined, but decision analysis of the last thirty years has shown that it doesn't work. Even people who are explicitly trained to used System 2 thinking (reasoning) in problems don't do so, even when they know they should.
It doesn't mean you shouldn't take decision analysis, just that decision analysis are not effective if decision-makers do not want to relinquish the intelligence function to somebody else.
The perception of and reaction to risk is often dismissed as emotional. The first thing that happens is you're afraid, and from that fear, you feel risk. So the view of risk is becoming less cognitive while emotion becomes dominant.
Emotion is about what might happen, not so much the probability. The more emotional the event is, the less sensible people are.
Decision analysis is based on the idea that decision making is a choice between gambles. Managers think that they are fighting risk in a controlled way. The idea that you are gambling is an admission that you have lost control. It is detestable to decision managers, and the reason they reject decision analysis.
It is advisable for organizations to dedicate some effort to study their own decision processes and their own mistakes, and to keep track so they can learn from those mistakes.
People are not accustomed to thinking hard. They are often satisfied with a plausible answer that comes quickly to mind.
The prospect theory - the empirical exploration of risk assessment, loss aversion, and reference dependence, explains why people consistently behave in ways that traditional economic theory could not predict.
In statistical thinking, professional statisticians informally think the degree of the probability distribution in a small group will closely resemble the probability distribution in the overall population.
In other words, even people who should know better make these mistakes. When they're not computing seriously in System 2 mode (reasoning), they rely on their intuitions for simple problems.
There are two thinking systems, each with distinct characteristics.