 |
…action items for CEOs: Build a culture that rewards – not punishes – people for getting problems into the open where they can be solved.
|
067 |
 |
…focusing on negative emotions, particularly when they don’t serve their primary purpose of promoting problem-solving, exacts a high cost: you spend a lot of time feeling crummy even if your life is pretty good.
|
033 |
 |
A good starting point when you want to inquire into a problem is to ask ‘what.’
|
106 |
 |
Asking ‘why’ and ‘why not’ questions can help you recognize hidden assumptions and self-imposed constraints.
|
108 |
 |
In our efforts to feel rewarded with the least effort possible, we often fail to make progress in solving the hard problems that need our energy the most.
|
180 |
 |
If I know my problem, I can likely solve it. If I don’t know my problem, I might need some help finding it.
|
130 |
 |
…leaders cannot delegate the solving of problems to someone else. They have to be active in breaking through obstacles, putting out fires, correcting mistakes, and directing people.
|
141 |
 |
When you solve your own problem, the light comes on. You know exactly what the right answer is.
|
034 |
 |
…this ‘solve your own problem’ approach lets you fall in love with what you’re making. You know the problem and the value of its solution intimately. There’s no substitute for that.
|
036 |
 |
Problems can usually be solved with simple, mundane solutions. That means there’s no glamorous work.
|
112 |
