 |
…in the early stages of change, you’ve got to be ambidextrous: Both cutting and investing. Both defense and offense. LESS and MORE.
|
150 |
 |
In situations where we want to see quick improvement, we often have the instinct to take more control… But that’s exactly the wrong approach….
|
186 |
 |
Testing is a replacement for guessing, not a replacement for judgment.
|
215 |
 |
When your employees are consulted, they will contribute. When they are empowered, they will act. When they are trusted, they will lead.
|
225 |
 |
Slow productivity supports legacy-building accomplishments but allow them to unfold at a more human speed.
|
043 |
 |
Strive to reduce your obligations to the point where you can easily imagine accomplishing them with time to spare.
|
053 |
 |
…the informal manner in which we manage our workloads ensures we always have dangerously too much to do.
|
063 |
 |
…overload is not fundamental to knowledge work. It’s instead largely a side effect of the crude ways in which we self-manage our work volume.
|
065 |
 |
…toiling at maximum capacity greatly reduces the rate at which we accomplish useful things…
|
065 |
 |
Slow productivity requires that you free yourself from the constraints of the small so that you can invest more meaningfully in the big.
|
083 |
