- Ed Catmull and Amy Wallace
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leadership also means paying close attention to ever-changing dynamics in the workplace. For example, when our younger employees—those without families—work longer hours than those who are parents, we must be mindful not to compare the output of these two groups without being mindful of the context.
You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.
it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal.
By necessity, the message companies send to their managers is conflicting: Develop your people, help them grow into strong contributors and team members, and oh, by the way, make sure everything goes smoothly because there aren’t enough resources, and the success of our enterprise depends on your group doing its job on time and on budget.
If they have to choose between meeting a deadline and some less well defined mandate to “nurture” their people, they will pick the deadline every time. We
You needed to show your people that you meant it when you said that while efficiency was a goal, quality was the goal.
When downsides coexist with upsides, as they often do, people are reluctant to explore what’s bugging them, for fear of being labeled complainers.
It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.
Trusting others doesn’t mean that they won’t make mistakes. It means that if they do (or if you do), you trust they will act to help solve it.