 |
In an information and service economy it doesn’t make sense to use time as a measurement for a job well-done.
|
016 |
 |
There is something about time that stresses everyone out.
|
016 |
 |
The fact that we get time wrong in corporate America may seem small, but those small moments add up to big problems for both employee and business.
|
017 |
 |
At some time in our lives, we are guilty of Presenteeism, which is any time you’re physically present and putting in time, but you’re not really doing your job.
|
017 |
 |
If you are getting your job done, then why are you punished by having to fill your time?
|
018 |
 |
If you are adding value to the company, if you are performing, then who cares if it takes you forty hours or forty seconds to do it?
|
018 |
 |
If you are skating by, filling the hours, watching the clock, then what are you doing with your life?
|
018 |
 |
The clock discourages innovation and creativity. You can’t be motivated to solve the company’s problems because even if you do you are still judged on how much time you put in. You can’t serve two masters.
|
019 |
 |
Our beliefs about where and how work gets done distort how we evaluate work just as the power of time does.
|
026 |
 |
Perception is reality. How many times have you heard the expression with regard to work? Maybe you’ve said it yourself or something like it.
|
031 |
