Book Titles

…once you have made yourself valuable to your organization, you should use this career capital as leverage to remake your position into something more satisfying.

Less can be more; the trick is building up the courage to embrace this in your own work life.

You must… become accountable for what you produce if you want the freedom to improve how you do so.

The rewards of becoming significantly more effective at the things that really count will swamp the pain of overcoming the minor obstacles this specialization generates.

Most knowledge workers are so entangled in obligations and commitments and legacy methods of getting things done that there’s often no easy way to reduce this load in one bold move.

Chronic overload makes us miserable.

When you allow specialists to work with more focus, they produce more, and this extra value can more than compensate for the cost of maintaining dedicated support.

…no knowledge work organization ever conquered a market because of the internal efficiency of its HR department.

This idea of pretending to be two different types of workers might seem heavy-handed, but there’s a surprising amount of efficiency to be gained by isolating these distinct categories of effort.

…we have the potential to make these [knowledge work] efforts not only massively more productive, but also massively more fulfilling and sustainable.