its still about doing work that you and those you serve wants repeated

* In healthy organizations, leaders take responsibility for the system and people take responsibility for their actions. * In unhealthy organizations, leaders blame the people, and the people blame the system

above quote is helping me take ownership of making this better for those around me. Helping give others pre-requirements they need to succeed on whats important for them AND those our we together serve.

Below was generated by an helpful autobot for those who want to save time with a quick read instead of listening

* The speaker talked about that work is a pivotal aspect of our lives and greatly influences our emotions. If we engage in work that we take pride in, tasks that we willingly do for the people we serve, and jobs that allow us to see the significance of our contributions to the larger organization, optimism comes naturally. This perspective can be a potent antidote to professional burnout.

* Today, it's simpler than ever be part of someone's work output firsthand. You can engage someone for a short, well-defined project, paying them in full. This gives them tangible experience that they can apply to their next job - it's not a tactic to exploit free labor from interns.

After you've collaborated with someone, you'll have a clear idea if they're someone you'd like to work with long-term. Conversations about work don't equate to actual work. An interview, for example, is an artificial construct that doesn't capture the reality of doing a job like programming.

Collaborating on tasks is a different ballgame compared to merely discussing work. Just as you may love your friends, it doesn't necessarily mean you'd want to engage them in a substantial professional commitment.

Once they AND you have fulfilled the commitment you both agreed upon, if they performed well, invite them to take on more tasks. If not, you can assign them different tasks that promote learning while still contributing to your projects.

Adopting Peter Drucker's philosophy of treating everyone you meet as a volunteer can foster a positive mindset. Remember to always pay fairly - avoid requesting free samples, as this might deter the talented individuals you wish to collaborate with. It's crucial to uphold ethical practices and not exploit those who are eager to learn, earn, and grow.

* By clearly understanding our unique contributions, we can better prioritize our work tasks. We also learn to let go of those tasks that may not get done, acknowledging that it's okay not to complete everything.

Positive stress arises when we're dealing with important issues that we are capable of and eager to change. On the other hand, negative stress surfaces when we feel powerless or when we're handling inconsequential tasks - tasks that might merely serve to declutter someone else's mind rather than add real value.

The speaker believes that work is an essential part of life and the way we view our contributions to the organization can significantly impact our optimism and reduce burnout. It is important to prioritize tasks that matter for those we serve and having the insights why it also matter to our own skillset development. its often thee biggest difference between positive stress (when a task is important and changeable) and negative stress (when a task is unchangeable or insignificant).

The speaker emphasizes that it's not the individual's fault if they struggle with setting boundaries or prioritizing tasks correctly. As a leader, it's crucial to provide the necessary support for individuals to thrive. If an individual fails, the organization should bear the responsibility rather than blaming the individual.

* The speaker provides practical advice about the benefits of distributed work. These include the ability to evaluate someone's work through short projects and making hiring decisions based on real experience rather than just interviews. The speaker also advocates for fair pay and ensuring that the team's average output doesn't decrease with increased hiring.

* The speaker mentions potential dangers of distributed work, like facing global competition and the risk of fraudulent candidates. He suggests that asynchronous ways of working are beneficial in distributed setups, implying that traditional methods with a boss dictating meeting schedules might become obsolete.

* The speaker mentioning the environmental benefits of distributed work, such as reduced commuting and fewer flights for meetings. He also notes the importance of listening, knowledge management, and improving onboarding speed in this work arrangement.

* We can only accommodate new clients if we let go of old ones. Present your best ideas to your boss/client; if they don't support them, consider invest more effort for some who will. Those who aren't adaptable will eventually be replaced by those who are.

Remember Horstman's Law: You're not as clever as you think, and others aren't as foolish. Always validate your ideas and keep track of your achievements.

For me, protecting your team looks like this:

* Encourage regular updates to their LinkedIn profiles. * Stay at a job only if it's the best place to work. * Help them keep their doors open for new opportunities. * If I'm not fostering an environment where people want to stay, I need to take responsibility and act quickly. * Don't stay in a job just because you can't find a better one; stay because the work itself is rewarding. * Value knowledge management, recurringly on your calendar and prio. * Listen to your team. * Make onboarding processes more efficient. * Encourage experimentation. * Retain staff over the long term only because they genuinely want to stay. * And remember, we owe it to our planet to reduce commuting and unnecessary air travel for meetings and presentations. Let's make the most of our digital connections.

* In today's digital age, when you're merely a thumbnail on someone's Skype, Microsoft Teams, or Zoom call, global hiring becomes effortless. As a result, you inevitably find yourself competing with a worldwide pool of talent, not just the local ones. For certain types of jobs, this global competition has been a reality for quite some time.

As remote work becomes prevalent, so does the risk of encountering imposters. With the increasing importance of a robust body of work, it's easier for individuals to masquerade as your ideal candidate, perhaps by displaying a highly proficient GitHub account with the intent of securing internal access to your system. Similarly, fake recruiters can exploit those who are desperately seeking employment. The remote landscape calls for extra caution and stringent verification processes.

Recovery vs Comfort / Nov 13th 2024