Andrew Overby

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The 5 Types of We...
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Crucial Conversat...
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The Last Mona Lisa
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Liz Fosslien
“Create psychological safety by encouraging open discussion, answering questions without condescension, and making it okay to take risks and admit mistakes. Don’t shy away from task conflict. Instead, create structures that prevent creative clashes from becoming personal. For relationship conflict, listen to the other person and calmly share your perspective. Get rid of (or if you can’t, contain) bad apples to preserve psychological safety on your team.”
Liz Fosslien, No Hard Feelings: The Secret Power of Embracing Emotions at Work

“A Buyback Loop occurs as you continually audit your time to determine the low-value tasks that are sucking your energy. Then you transfer those tasks, optimally, to someone who’s better at them and enjoys them. Lastly, you fill your time with higher-value tasks that light you up and make you more money. Then you start the process over again.”
Dan Martell, Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire

“If interest rates are kept below their natural level, misguided investments occur: too much time is used in production, or, put another way, the investment returns don’t justify the initial outlay. ‘Malinvestment’, to use a term popularized by Austrian economists, comes in many shapes and sizes. It might involve some expensive white-elephant project, such as constructing a tunnel under the sea, or a pie-in-the-sky technology scheme with no serious prospect of ever turning a profit.”
Edward Chancellor, The Price of Time: The Real Story of Interest

Peter  Yang
“When you get into disagreements with others, remember that your job as a product manager is to find the truth, not to be right all the time.”
Peter Yang, Principles of Product Management: How to Land a PM Job and Launch Your Product Career

Jennifer Geary
“Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions”
Jennifer Geary, How to be a Chief Operating Officer: 16 Disciplines for Success

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