Jamie

“leaders must be detached, must pull back to a position above the fray where they can see the bigger picture. That was the only way to effectively lead. Otherwise, the results could be disastrous.”
― Jocko Willink, The Dichotomy of Leadership

“And yet we continue not to do anything to stop it, because the things that are causing it, the things we’re doing that are making it worse – building buildings, taking planes, driving cars, eating meat, buying stuff, having children! – these are the very things that make us us. So we seem to be faced with an impossible dilemma: if we don’t want to be killed by climate change, we have to stop being ourselves. You can see why people aren’t exactly rushing to man the barricades. The thought of addressing it actually seems in some ways worse to us than being killed by it. Or put it another way, the thought of no longer being ourselves is harder for us to get our head around than the thought of being dead.”
― Paul Murray, The Bee Sting

“When you’re behind, it can be tempting to spend all of your time firefighting and neglect hiring, but if your business is growing quickly, then eventually you hire or burn out.”
― Will Larson, An Elegant Puzzle: Systems of Engineering Management

“Discouraging cooperation and common purpose. Rewarding individuals for measured performance diminishes the sense of common purpose as well as the social relationships that provide the unmeasureable motivation for cooperation and institutional effectiveness.7 Reward based on measured performance tends to promote not cooperation but competition. If the individuals or units respond to the incentives created, rather than aiding, assisting, and advising one another, they strive to maximize their own metrics, ignoring, or even sabotaging, their fellows. As Donald Berwick, a leading medical reformer, has recounted, One hospital CEO described to me his system of profit-center management, in which middle management bonuses depended on local budget performance. I asked him if one of his managers would transfer resources from his department to another’s if it would help the organization as a whole. “Yes,” the CEO answered honestly, “if he were crazy.”
― Jerry Z. Muller, The Tyranny of Metrics