LEARN A LITTLE:

 

Two Trips to the Dumpster

I have often talked and written about taking out the trash, thoughts regarding the need for us to take out the garbage of our minds–especially as it relates to negative talk about ourselves and containers of smelly pessimism. But there is another source of trash in our heads and that’s the garbage thoughts about others. That trash accumulates when we focus on the weaknesses and failures of others—perhaps our staff. Such thoughts soon lead to adverse attitudes about a person and actions toward him/her that are negative and unhelpful.

These thoughts must be removed, just like we take the trash out at home. If we don’t, this garbage will overflow, create odors of self-pity or arrogance and take up valuable space in the mental rooms of our minds. We must dispose of it.

And so, it is likely that we regularly need to make two trips to the dumpster, not just one. As a leader or manager, this second trip could be more important than the first. We truly must do our chores and stay fresh. By the way, don’t be surprised if others notice the lack of garbage in your bin.

LAUGH A LITTLE:

REFLECT A LITTLE:

Proverbs 17:14 (The Passion Translation)

Don’t be one who is quick to quarrel, for an argument is hard to stop and you will never know how it will end, so don’t even start down that road!

READ A LITTLE:

Can't Not Do

Rework
Jason Fried & David Heinemeier Hansson, Currency, 2010

 

Rework is written by Jason Fried and David Heinemeier Hansson, founders of 37 Signals, a very successful software company. Today you know them as Basecamp. Also check out their Rework podcast.

What’s interesting about the book are the insights they share that will help almost everyone to be more productive. The chapter sections are short, easy to read and helpful. Here’s one thought:

“Start at the epicenter. There’s the stuff you could do,

the stuff you want to do, and the stuff you have to do.

The stuff you have to do is where you should begin.

Start at the epicenter.”

The following observation should be a poster:

“A hot dog stand isn’t a hot dog stand without the hot dogs.”

Here’s still another take away nugget that many struggling leaders and managers should remember, especially as you are considering another direction, a new way of doing things or a new service to offer:

“Ignore the details early on.”

An architect, for instance, doesn’t worry about plumbing fixtures until the floorplan is finalized. As the authors state, “Nail the basics first and worry about the specifics later.” You may not recognize the details that matter the most when the plans are on the drawing board, but they will surely emerge as you go forward.

Finally, what makes this book enjoyable is that you do not have to read the chapters consecutively to appreciate its message.

If you are curious about curiosity this book is for you.


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