Don't Write the Tedious Thing An Article by Maud Newton maudnewton.medium.com Ugh, now I have to write this boring part, I would think. I would spend a few days in active rebellion against this directive that I imagined the book was imposing. Then I would realize: this is my book! There are no rules! I can write it however I want! Also, I would think, if I’m bored by something that I believe I need to write, the reader undoubtedly will be too, if not because the subject is inherently boring, then because I myself find it so unbearably tedious to imagine discussing it for five pages. Often as not, I would remember some aspect of the subject that deeply interested me, something a little outside the way it’s usually perceived or written about. Then I would meditate on that, and soon I would be scribbling notes from an increasingly excited place until I found a way forward. A form of beginner’s mind. Zen Mind, Beginner's Mind boredomwritinginterest
The management strategy that saved Apollo 11 An Article by Matthew Ström matthewstrom.com In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating. Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon. Central planning gives poor resultsBeware SAFe, an Unholy Incarnation of Darkness managementdecisionstrust