sherilm

44 ms·

631.
Description of Google in 1998(ilpubs.stanford.edu)
5 points by sherilm 4y ago|1 comments
632.
by sherilm 4y ago
Yes, willingness to learn is key. The military does a great job of designing "experience" as well. Outside the military, simulating that experience can be hard to pull off.
633.
Can Leadership Be Taught?(leadingsapiens.com)
4 points by sherilm 4y ago|5 comments
634.
The Pursuit of Luck(tompeters.com)
2 points by sherilm 4y ago|0 comments
635.
Tufte CSS(edwardtufte.github.io)
4 points by sherilm 4y ago|1 comments
636.
Authenticity and Time – Is there a link?(leadingsapiens.com)
1 points by sherilm 4y ago|0 comments
637.
Applying the Deliberate Practice Framework to Leadership(leadingsapiens.com)
1 points by sherilm 4y ago|0 comments
638.
Most Ted talks are about the future. Sting’s was about the past.(2014)(nytimes.com)
1 points by sherilm 4y ago|0 comments
639.
Understanding Time Differently: Human Time vs. Clock Time(leadingsapiens.com)
1 points by sherilm 4y ago|0 comments
640.
The Friendship That Made Google Huge(newyorker.com)
4 points by sherilm 4y ago|0 comments
641.
Good careers gone bad – active inertia in mid career(leadingsapiens.com)
2 points by sherilm 4y ago|0 comments
642.
The most misread poem in America(theatlantic.com)
3 points by sherilm 4y ago|0 comments
643.
by sherilm 4y ago
FIRE spreadsheets and calculations are overrated in my opinion. The decision to walk away is much more complex than plain numbers. Even if you end up walking away based purely on numbers, it’s very likely you will be back in a few. My bet
644.
I quit a lucrative 20 yr technical career. Forget FIRE, here’s what helped(leadingsapiens.com)
1 points by sherilm 4y ago|1 comments
645.
by sherilm 4y ago
Looking at CEOs or anyone higher up on the ladder has survivorship bias issues and often not useful.I took a stab at answering this myself using an old model from philosophy. I focussed on problems rather than what works. https:/&#x2F
646.
Can You Be a Great Leader Without Technical Expertise?(hbr.org)
22 points by sherilm 4y ago|9 comments
647.
No need to overcome self-doubt(leadingsapiens.com)
1 points by sherilm 4y ago|0 comments
648.
How Google Sold Its Engineers on Management(hbr.org)
5 points by sherilm 4y ago|3 comments
649.
Mastering the Mundane – The Mundanity of Excellence(leadingsapiens.com)
6 points by sherilm 4y ago|0 comments
650.
by sherilm 4y ago
Along the same lines: https://www.leadingsapiens.com/technology-dumbs-you-down/
651.
The Tyranny of Convenience(nytimes.com)
4 points by sherilm 4y ago|1 comments
652.
Bezos on failure, decision making, and life(leadingsapiens.com)
1 points by sherilm 4y ago|0 comments
653.
by sherilm 4y ago
The "open office" concept is not as cool as it's often perceived to be.
654.
by sherilm 4y ago
Many of the prevailing HR assumptions, including those of some if not all execs, are rooted in early 20th century industrial understanding of human beings. It's deeply rooted in prevailing culture and systems.
655.
Why Executives Like the Office (2021)(economist.com)
44 points by sherilm 4y ago|83 comments
656.
The Latecomer's Guide to Crypto(nytimes.com)
1 points by sherilm 4y ago|0 comments
657.
The Beginner's Creed by Peter J Denning(cacm.acm.org)
2 points by sherilm 4y ago|0 comments
658.
by sherilm 4y ago
Agreed. It cuts both ways. Any idea even with positive intentions can be abused when taken to the extremes. That's what typically happens when the means becomes the end itself.
659.
Bezos on setting high standards and clear expectations(leadingsapiens.com)
16 points by sherilm 4y ago|7 comments
660.
by sherilm 4y ago
https://cimsec.org/options-stars-automated-celestial-navigat...

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