Summary of Ron Friedman's The Best Place to Work , livre ebook

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33 pages

English

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Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The year was 1935. The game was played at Crosley Field. The pitcher was Si Johnson. He was preparing to take the mound at Crosley Field. He was going to have the single most memorable game of his professional career.
#2 Ellis, the author, was a 19-year-old boy who was terrified of women. He had a sickly childhood, and as he entered his teens, he longed for a relationship. But his fear of being rejected kept him stuck in place.
#3 When your attempt rate is high, each individual failure becomes less significant. Accepting failure doesn’t just make risk-taking easier, it’s the only reliable path to success.
#4 The lives of creative individuals, including their backgrounds, educational upbringings, and productivity, can help us understand how they differ from others. Creative geniuses, for example, tend to hold a broader array of interests than their average contemporaries.

Sujets

Workplace Culture

Economics

Business

Informations

Publié par	Everest Media LLC
Date de parution	12 mai 2022
Nombre de lectures	0
EAN13	9798822507586
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0150€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on Ron Friedman's The Best Place to Work
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

The year was 1935. The game was played at Crosley Field. The pitcher was Si Johnson. He was preparing to take the mound at Crosley Field. He was going to have the single most memorable game of his professional career.

#2

Ellis, the author, was a 19-year-old boy who was terrified of women. He had a sickly childhood, and as he entered his teens, he longed for a relationship. But his fear of being rejected kept him stuck in place.

#3

When your attempt rate is high, each individual failure becomes less significant. Accepting failure doesn’t just make risk-taking easier, it’s the only reliable path to success.

#4

The lives of creative individuals, including their backgrounds, educational upbringings, and productivity, can help us understand how they differ from others. Creative geniuses, for example, tend to hold a broader array of interests than their average contemporaries.

#5

The willingness to grow through failure is not limited to individuals. Many leading organizations tend to do the same. For example, Google tries new things, and celebrates its failures.

#6

Sara Blakely, the creator of Spanx, was not interested in the traditional shapers that were so thick and left lines or bulges on the thigh. She wanted something that would fit her body perfectly, and she found it in a pair of scissors.

#7

The way we view failure is often influenced by our education system. We are implicitly taught that struggling means others will view us poorly, when in reality it’s only by stretching ourselves that we develop new skills.

#8

When we’re energized by the possibility of gain, we adopt a flexible cognitive style that allows us to easily switch between mental categories. When we’re evading a negative outcome, our attention narrows and our thinking becomes more rigid.

#9

The fight or flight response is a biological reaction that occurs when we are told not to make a mistake. It is difficult to find creative insights when your body is reacting as if you’re on the verge of becoming lunch.

#10

The pressure to avoid failure is so strong in many organizations that hardly anyone bothers to examine the root cause of their mistakes. When that happens, the results are grim: a culture of innovation is overtaken by a culture of self-preservation.

#11

The faster scientists fail, the sooner they can be reassigned to a project with stronger potential. The alternative is throwing good money after bad.

#12

The best way to minimize failure is to embrace it with open arms. This is a lesson that high achievers have learned, and it is what allowed them to achieve their success in the first place.

#13

To promote creativity, reward attempts rather than outcomes. Ask future-oriented questions like What can we do better next time. when postmortems fail. Play the long game and tolerate failure.

#14

High achievers don’t see failure as a personal indictment. They view it as a sign that they’re on the brink of growth. If everything you do at work comes easily, consider this: you may not be pushing yourself hard enough.

#15

The last few years have seen stunning breakthroughs in knowledge about the way design affects our thinking. For example, organizations like Google, Intel, and Cisco are pouring millions of dollars into redesigning buildings, tearing down walls, and reconfiguring conference rooms.

#16

The human mind is constantly scanning its surroundings, scouring them for clues and using the data to select an ideal mental approach. Where we are affects the way we think.

#17

The story of Robert Propst is a heartbreaking example of an inventor who saw his invention go terribly wrong. He was hired in the late 1950s as head of research at Herman Miller, a furniture manufacturing company, and developed a new vision for office furniture. The company released the Action Office in 1964, but it received rave reviews from top-tier business magazines and earned several prestigious industry awards. But commercially, it was a total flop.

#18

The cubicle was invented to provide employees with privacy, but it has been co-opted to reduce cost at the expense of employee well-being. It is ironic that the very thing that was invented to help employees be more productive has been co-opted to make them more stressed and less productive.

#19

The modern workplace has seen many changes in the past fifty years, from personal computing to the Internet to mobile technology. But most companies still rely on one of three traditional office layouts, which each carry significant risks of undermining employee performance.

#20

The brain’s pleasure centers are activated when we’re viewing landscapes, especially when they offer us refuge. We’re happiest when we’re near the outdoors.

#21

The benefits of nature extend beyond the physiological. Natural settings are also cognitively rejuvenating and help us restore our mental resources. They allow us to let our minds wander, noticing as much or as little as we like, and this leads to an elevation in mood as well as replenished mental energy that improves our memory and enhances our creativity.

#22

The more a company’s message is reinforced in a workplace environment, the easier it is for employees to integrate that vision and relay it to the people they meet. This is why many top organizations are now investing in designing interiors that are culturally distinctive and deliver a consistent message.

#23

The front of the house, which is the entrance to the office, is only a small part of a workplace experience. Companies should invest in behind-the-scenes space to highlight a commitment to their employees.

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