 |
The organizational structure of a company often gets muddled with the functional design of how teams need to work, creating artificial dependencies that maybe shouldn’t even be there.
|
203 |
 |
People do better work when they understand why they are doing the things they are doing.
|
215 |
 |
…think about execution more sequentially than in parallel. Work on fewer things at the same time, and prioritize hard.
|
008 |
 |
Trust never just happens – it needs to be earned and developed. Everyone has to aim for it and work on it constantly.
|
086 |
 |
An energetic, engaging personality goes a long way in the workplace, as it does in every sphere of our culture.
|
163 |
 |
…since everybody works in teams to one extent or another, the ability to collaborate as a team player is always at a premium.
|
163 |
 |
In your work life, try to embrace your struggles rather than avoiding them. Yes, they may be hard, painful, even terrorizing. But hardships are incredibly formative and educational.
|
168 |
 |
To succeed, organizations are recognizing the importance of being proficient in ways of working suited to leveraging the increasingly emergent nature of work and the continuous pace of change.
|
004 |
 |
…there is no one-size-fits-all way of working… It’s about optimizing the way of working based on the type of work and your unique context.
|
029 |
 |
…behavioral norms that are in an organization are the biggest lever in transforming ways of working.
|
046 |
