Embrace Boredom 3. Quit Social Media 4. Drain the Shallows A mix of cultural criticism and actionable advice, Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored.
Deep Work is an indispensable guide to anyone seeking focused success in a distracted world. The experience of the past decade since the publication of the first edition of The Rules of Work: A Practical Engineering Guide to Ergonomics proves just how central ergonomics is for effective production.
Revised and updated to reflect new insights from workplace developments, the second edition continues the tradition of providing essential tools for implementing good ergonomics in a way that simultaneously improves both productivity and safety.
The non-quantitative materials come first, since creativity in the application of the principles and rules provides greater value. Based on 35 years of practical problem-solving in over 1, workplaces, the book provides a down-to-earth and practical guide for solving ergonomics problems. It provides a framework for evaluating tasks using low-tech, non-quantitative methods, along with an overview of the standard measuring systems for those occasions when numbers are needed.
It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over countries. But to reach these great heights, Netflix, which launched in as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning.
Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed. Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls.
At Netflix, there are no vacation or expense policies. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world. Mark:I've done the picket fence thing.
And I'm about as interesting as any other accountant. Which is fine. I mean, I've got my daughter to think about. Stability and all that. But now that I'm finally out of the closet and single I want some spice. Something or someone who's just for me.
One-night stands aren't really my thing--not when I have Emma to think about. But when a night with friends throws me in the path of a gorgeous but determined flirt and eternal bachelor, I have to make a hard decision. I feel instantly drawn to him with feelings more primal and genuine than I've ever felt before.
This guy isn't looking for permanent, though, and even the idea of kids makes him look ready to bolt. Too bad I can't seem to keep my hands off the man.
Justin:I have three rules for dating: no co-workers, no repeats, and absolutely no kids involved. And, quite frankly, I've never even felt tempted to break them. Until Mark. The adorable, geeky accountant makes my pulse race despite my better judgment.
But the guy is a father. And I know from past experience, that's a hard pass for me. If you give people freedom, they will surprise, delight, and amaze you. Think of your work as a calling, with a mission that matters. Give people slightly more trust, freedom, and authority than you are comfortable giving them.
Companies continue to invest substantially more in training than in hiring, according to the Corporate Executive Board. You do have to make two big changes to how you think about hiring. The first change is to hire more slowly. How can you tell if you have found someone exceptional?
Refocusing your resources on hiring better will have a higher return than almost any training program you can develop. Given limited resources, invest your HR dollars first in recruiting. Hire only the best by taking your time, hiring only people who are better than you in some meaningful way, and not letting managers make hiring decisions for their own teams.
Why our instincts keep us from being good interviewers, and what you can do to hire better In other words, most interviews are a waste of time because In addition to testing technical hires on their engineering ability, we realized that there were four distinct attributes that predicted whether someone would be successful at Google: General Cognitive Ability.
Until we hit about twenty thousand employees, most people in the company spent four to ten hours per week on hiring, and our top executives would easily spend a full day each week on it, which worked out to between eighty thousand and two hundred thousand hours per year spent on hiring. A good rule of thumb is to hire only people who are better than you.
Do not compromise. Set a high bar for quality. Find your own candidates. Assess candidates objectively. Give candidates a reason to join. Let the Inmates Run the Asylum Take power from your managers and trust your people to run things It turns out that we are not skeptical about managers per se. Rather, we are profoundly suspicious of power, and the way managers historically have abused it. Managers have a tendency to amass and exert power.
Employees have a tendency to follow orders. If you believe people are fundamentally good, and if your organization is able to hire well, there is nothing to fear from giving your people freedom. The first step to mass empowerment is making it safe for people to speak up. Googlers continue to feel the company is innovative and that they can contribute to our mission.
The mistake leaders make is that they manage too much and do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.
As follows, inside the building you will find ATMs, laundry, bicycle repair, organic products delivery, beauty parlor, car cleaning and oil change, among others.
All of these services cost absolutely nothing to Google, because they are small entrepreneurs who merely ask for permission to use the place, with nothing in return. In general, they reinforce the feeling of community and innovation within the company. All newly hired employees in a company destroy value. There is a long learning curve at work until the new employee starts to actually bring revenue for the company. Through Project Oxygen , the program from Google developed by the HR team to instruct good managers based on a horizontal hierarchy , the leaders of the new employees, or newglers , receive a checklist by email which contains 5 necessary behaviors to manage a team.
They are:. Laszlo Bock emphasizes the importance of concentrating the right resources on the right focuses. Google is a company boiling with new ideas, as we already know, and the googlers engage in more than 20 thousand projects every year. Hence, it was necessary to create a top-down committee to evaluate these projects. Although many googlers have protested this top-down measure, managers have always sought to explain the reasons for each decision making.
This is an extra job to whoever is leading, however, it is crucial if you want your employees to continue to see the meaning of what they do. Indeed, this chapter teaches us that a leader needs to keep in mind that he will not always please everyone. As much as he strives to provide the best work environment, there will always be some dissatisfied employee and in no way this means that the manager is doing some mediocre work.
This causes them to create an enormous and bureaucratic network of rules that would often prove useless, if mutual trust was exercised.
Therefore, the first step to change the nature of work and organizational culture of your company is to create a system qualified for delegating functions. Believe that your employees are as capable as you are! Wolfe uphold the vision of the importance of having a corporate ecosystem that has human and social values. It may not seem like it, but when your employees see purpose in what they do, long-term revenue increases exponentially. Thus, the authors argue that, abandoning the traditional dogmas of the corporate world and seeking to follow a more humanized management model, companies will be contributing to make society a better place.
After knowing all the success secrets related to Google's performance and people management , a leader can willingly seek to replicate this system, adapting when necessary, within his own company.
Many tips have been presented throughout the book, so let's review some of them for you to begin to put into practice immediately with your team and thus improve productivity:. Leave us your feedback in the comments below! Your opinion matters a lot! If you want to dive deeper in the learnings of this work, the purchase of the complete edition is available by clicking on the book below.
And receive a weekly summary of the biggest best sellers to read and listen to whenever you want! Discover here the importance of developing a company made for the customer.
Learn the principles used by Toyota, a giant at automobilistic industry, to cont Find out how companies can adapt to this information age, knowing the new busine Work Rules!
0コメント