Trust beyond reason An Article by David R. MacIver notebook.drmaciver.com In this sense, trust is a polarizing strategy, and it's one that is important to apply early on in the relationship before someone becomes important to you. If you trust someone excessively and it goes badly, but they don't matter to you, you can just kick them to the curb. In general, trusting someone at a level that seems slightly excessive for their level of importance to you will help you sort people in your life who you want to be more important to you than they are from those who you want to be less important than they are. And it does need to be excessive. It needs to be trust beyond reason. Not beyond all reason, but somewhat beyond what currently seems reasonable. If it is not, then unless they are prepared to take the first move, you will never find the signs you need to move to a higher level of mutual trust. Sometimes this will go badly, but you need to be able to try bad things. trustlovefriendship
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
To see the fulfillment of the work It is true that [the artist], like everybody else, derives remuneration from his work (though not, strictly speaking, profit in the financial sense, of the word, since what he invests in his work is not money but time and skill, whose returns cannot be calculated in percentages). The remuneration is frequently beyond the amount necessary to enable him to go on working. What is remarkable about him is the way in which he commonly employs the escape-from-work which the extra remuneration allows him. If he is genuinely an artist, you will find him using his escape-from-work in order to do what he calls “my own work”, and nine times out of ten, this means the same work (i.e. the exercise of his art) that he does for money. The peculiar charm of his escape is that he is relieved, not from the work but from the money. What distinguishes him here from the man who works to live is, I think, his desire to see the fulfilment of the work. Dorothy Sayers, The Mind of the Maker For its own sakeThe saddest designer craft