navigation
miete ("thought") + lause ("phrase")
count: 30
filter: tag = work clear
There is no more miserable human being, than the one for whom the beginning of every bit of work must be decided anew each day.
page: 140
tags:
work
planning
If you have a job where you wait for someone to tell you what to do next, you've just given up the chance to create value.
tags:
creativity
value
work
Linchpins don't work in a vacuum. Your personality and attitude are more important than the actual work product you create, because indispensable work is work that is connected to others.
tags:
work
art
indispensability
connection
The educated, hardworking masses are still doing what they're told, but they're no longer getting what they deserve.
page: 4
tags:
work
The key piece of leverage to get people to work factory jobs was this promise: follow these instructions and you don't have to think. In every corporation in every country in the world, people are waiting to be told what to do.
page: 9
tags:
leverage
people
work
instructions
There are no longer any great jobs where someone else tells you precisely what to do.
page: 14
tags:
work
"Not my job" can kill an entire organization. Doing a job that's not getting done is essential.
page: 34
tags:
work
Linchpins do more than they're paid to, on their own, because they value quality for its own sake, and they want to do good work. They __need__ to do good work. Anything less feels intellectually dishonest, and like a waste of time. In exchange, you're giving them freedom, responsibility, and respect, which are priceless.
page: 36
tags:
work
quality
honesty
The law of linchpin leverage: the more value you create in your job, the fewer clock minutes of labor you actually spend creating that value. In other words, most of the time, you're not being brilliant. Most of the time, you do stuff that ordinary people do.
page: 51
tags:
leverage
work
Linchpins are able to embrace the lack of structure and find a new path, one that works.
page: 58
tags:
structure
work
path
It's damaging to have to put on a new face for work, the place we spend our days. It's damaging to build organizations around repetitive faceless work that brings no connection and no joy.
page: 71
tags:
connection
joy
work
The very system that produced standardized tests and the command-and-control model that chokes us also invented the resume. If you don't have more than a resume, you've been brainwashed into compliance. Great jobs don't get filled by people emailing in resumes. Projects are the new resumes. Build a blog, a reputation, software that solves a problem. You are not your resume, you are your work.
page: 72
tags:
work
reputation
compliance
If you need to conceal your true nature to get in the door, understand that you'll probably have to conceal your true nature to keep that job.
page: 79
tags:
nature
work
The artist does not feel complete until they give a gift. This is more than refusing to do lousy work. It's an insistence on doing important work.
page: 87
tags:
gifts
art
work
The moment you work for someone who not only pays you, but also tells you what to do, is the moment you stop being an artist.
page: 95
tags:
work
The freedom of the new kind of work is that tasks are vague and difficult to measure. We can spend an hour surfing the internet because no one knows if surfing the internet is going to help us make progress or connections. Freedom like this makes it easy to hide, easy to find excuses, easy to do very little.
page: 118
tags:
work
progress
freedom
It's not your job to change what can't be changed. Particularly if the act of working on that change harms you and your goals in the process.
page: 177
tags:
change
work
When our responses turn into reactions and we set out to teach people a lesson, we lose, because the act of teaching someone a lesson rarely succeeds at changing them, and always fails at making our day better, or our work more useful.
page: 178
tags:
work
reaction
response
people
If you are working only for the person you report to according to the org chart, you may be sacrificing your future. It may cause you to alienate customers (internal and external), hide your best work, fit in, and become merely a cog in the system.
page: 193
tags:
work
If it's easy, it's already been done and is no longer valuable. What makes someone a linchpin is not a shortcut. It's the understanding of __which__ hard work is worth doing.
page: 207
tags:
work
In most non-cog jobs, the boss's biggest lament is that her people won't step up and bring their authentic selves to work.
page: 226
tags:
authenticity
work
A cornerstone of your job is selling your boss on your plans, behaving in a way that gives her cover with __her__ boss, being unpredictable in predictable ways. You have to earn the confidence of the company.
page: 226
tags:
work
impact
influence
confidence
The pitfalls of monetizing the thing you love: 1. In order to monetize your work, you'll probably corrupt it, taking out the magic, in search of dollars; 2. Attention doesn't always equal significant cash flow. Do your art. But don't wreck your art if it doesn't lend itself to paying the bills. That would be a tragedy.
page: 227
tags:
attention
art
work
Freedom to work in the most logical and efficient way possible is the very opposite of gameplay.
page: 23
tags:
work
logic
efficiency
gaming
When we don't choose hard work for ourselves, it's usually not the right work, at the right time, for the right person. It's not perfectly customized for our strengths, we're not in control of the flow, we don't have a clear picture of what we're contributing to, and we never see how it all pays off in the end.
page: 29
tags:
work
We are wrong in believing that we need life to be a certain way in order for us to be happy, and that the easier life is the happier we are. The relationship between hard work, intrinsic reward, and lasting happiness has been verified and confirmed through hundreds of studies and experiments.
page: 46
tags:
work
happiness
There's nothing wrong with having interesting problems to solve, but it doesn't necessarily lead to satisfaction. In the absence of actionable steps, our motivation to solve a problem might not be enough to make real progress. Well-designed work, on the other hand, leaves no doubt that progress will be made.
page: 56
tags:
problems
satisfaction
motivation
work
We turn to games to help us alleviate the frustrating sense that, in our real work, we're often not making any progress or impact.
page: 62
tags:
work
We reduce our optimism when we get feedback that we're pursuing unattainable goals or operating in a low-control environment. We recognize that our time and energy would be better spent elsewhere.
page: 70
tags:
energy
optimism
time
goals
work
In most types of work--that is, work that doesn't have a clear training philosophy--most people are stuck. The knowledge-worker field is without clear training philosophies. If you can figure out how to integrate deliberate practice into your own life, you have the possibility of blowing past your peers in hour value, as you'll likely be alone in your dedication to systematically getting better.
tags:
work
training
deliberate practice
dedication