create prod
http://www.success.com/blog/do-things-faster-and-6-other-ways-to-double-your-productivity-income-and-sex-appeal
If your job is to mop floors, your job isn't to mop the floors. Your job is to find a creative way to get the floors mopped by someone else so you can implement some new thing you came up with to make—or save—your employer more money.
Read the book Titan. John D. Rockefeller had thousands of employees. Everyone's job—their number one priority—was to find someone else to do their job for them. Brilliant.
But creating is painful. It requires thinking, which of course no one wants to do. It also requires placing yourself in a mental position of uncertainty. And this we fear more than death itself. This is why everyone prefers to pretend to work with phones and emails than actually do productive work.
Dedicate as small a chunk of your day as possible to returning calls and emails, and put it in on the map. Resist the urge to deviate from the map.
speed as a habit
http://firstround.com/review/speed-as-a-habit/
Eric made sure that decisions were made on a specific timeframe — a realistic one — but a firm one. He made this a habit for himself and it made a world of difference for Google.
We’re deeply driven by the belief that fast decisions are far better than slow ones and radically better than no decisions.
It's important to internalize how irreversible, fatal or non-fatal a decision may be. Very few can't be undone.
peed doesn’t require one leader to make all the calls top-down. The art of good decision making requires that you gather input and perspective from your team, and then push toward a final decision in a way that makes it clear that all voices were heard.
We intuitively want the team to come to the right decision on their own. But I’ve found that people are enormously relieved when they hear that you’re grabbing the baton and accepting responsibility for a decision. Using the “CEO prerogative” — to make the final call
Too many people believe that speed is the enemy of quality. To an extent they’re right — you can’t force innovation and sometimes genius needs time and freedom to bloom. But in my experience, that’s the rare case. There’s not always a stark tradeoff between something done fast and done well.
http://jsomers.net/blog/speed-matters
It is a truism, too, in workplaces, that faster employees get assigned more work. Of course they do. Humans are lazy. They want to preserve calories. And it’s exhausting merely thinking about giving work to someone slow.
http://www.success.com/blog/do-things-faster-and-6-other-ways-to-double-your-productivity-income-and-sex-appeal
If your job is to mop floors, your job isn't to mop the floors. Your job is to find a creative way to get the floors mopped by someone else so you can implement some new thing you came up with to make—or save—your employer more money.
Read the book Titan. John D. Rockefeller had thousands of employees. Everyone's job—their number one priority—was to find someone else to do their job for them. Brilliant.
But creating is painful. It requires thinking, which of course no one wants to do. It also requires placing yourself in a mental position of uncertainty. And this we fear more than death itself. This is why everyone prefers to pretend to work with phones and emails than actually do productive work.
Dedicate as small a chunk of your day as possible to returning calls and emails, and put it in on the map. Resist the urge to deviate from the map.
speed as a habit
http://firstround.com/review/speed-as-a-habit/
Eric made sure that decisions were made on a specific timeframe — a realistic one — but a firm one. He made this a habit for himself and it made a world of difference for Google.
We’re deeply driven by the belief that fast decisions are far better than slow ones and radically better than no decisions.
It's important to internalize how irreversible, fatal or non-fatal a decision may be. Very few can't be undone.
peed doesn’t require one leader to make all the calls top-down. The art of good decision making requires that you gather input and perspective from your team, and then push toward a final decision in a way that makes it clear that all voices were heard.
We intuitively want the team to come to the right decision on their own. But I’ve found that people are enormously relieved when they hear that you’re grabbing the baton and accepting responsibility for a decision. Using the “CEO prerogative” — to make the final call
Too many people believe that speed is the enemy of quality. To an extent they’re right — you can’t force innovation and sometimes genius needs time and freedom to bloom. But in my experience, that’s the rare case. There’s not always a stark tradeoff between something done fast and done well.
http://jsomers.net/blog/speed-matters
It is a truism, too, in workplaces, that faster employees get assigned more work. Of course they do. Humans are lazy. They want to preserve calories. And it’s exhausting merely thinking about giving work to someone slow.
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