 |
The next generation of employees will have grown up with too much control over their time to give it up for the sake of a job.
|
179 |
 |
Unlike computers, human beings have the potential to grow and develop, to increase our depth, complexity and capacity over time. To make that possible, we must manage ourselves far more skillfully than we do now.
|
005 |
 |
The primary value exchange between most employers and employees today is time for money. It’s a thin, one-dimensional transaction.
|
009 |
 |
Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.
|
010 |
 |
Lack of absorbed focus takes a toll on the depth and quality of whatever we do, and it’s also an inefficient way to work, extending the time it takes to finish any given task.
|
016 |
 |
Sleep is not simply cognitively restorative but also a time during which considerable learning occurs.
|
061 |
 |
Leaders who rely on negative emotions may get the short-term results they’re seeking, but the costs accrue over time.
|
163 |
 |
Unlike computers, we’re hardwired to undertake tasks sequentially. Our brains are incapable of paying attention to two separate things at the same time.
|
182 |
 |
The more attention required for a given task, the less that’s available for another and the longer it takes to shift from one focus of attention to another.
|
183 |
 |
It takes time to become mentally absorbed, especially in challenging work.
|
197 |
