The most interesting things that come to mind A Fragment by Nabeel Qureshi nabeelqu.co A meta note, inspired both by Proust and by this book about Proust: after reading a book, when you're making notes, don't refer to the book; just write down the most interesting things that come to mind. This is a better way of digging out what actually struck you about the book; as soon as you have the book to reference, you will start looking up the bits you "should" write about, and end up aiming at comprehensiveness rather than interestingness. Your actual criterion should be whatever interested you. Later, you can fill in quotations & references. The Zettelkasten Method notetakingreading
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