What Makes Some People More Productive Than Others
Last year HBR.org published a survey to help professionals assess their own personal productivity – defined as the habits closely associated with accomplishing more each day. Nearly 20,000 people from six continents completed it, and the results provide some useful insights into important productivity habits and challenges facing professionals. Three general patterns stood out: First, working longer hours does not necessarily mean higher personal productivity. Working smarter is the key to accomplishing more of your top priorities each day.
^ADJ: Working Smarter requires developing new habits and skills, thinking about where you are adding value, and how you can maximise your input and return. Sometimes this means taking more time upfront, other times its implementing new skills. For me, my current challenge is integrating Microsoft Copilot into new routines and ways of work, an example being using Microsoft Teams to record internal meetings, so that we can use Copilot to pickup the action points.
Remember: "People pay for impact", not salary, not meetings, not an hourly rate.
Meetings Suck - These are the Only 3 You'll Ever Need
I’ve been a founder and CEO for nearly 20 years, have been in more meetings than I’d like to admit, and have read countless books on management and leadership. My conclusion? Most meetings are a waste of time and money. BUT there are 3 meetings that you do need. No startup should operate without them (make sure you note this down).
^ADJ: Quick read, makes you think about what really matters.
Technical Skills Are Overrated. Focus on Your Attitude.
When interviewing, particularly for technical positions, many people over value their technical preparation, and don't consider the importance of personality and leadership preparation.
^ADJ: Key point: A functional team is more valuable than an individual with functional skills
The Boardroom Guide to Improving CEO Succession Strategy
When your CEO resigns, will you be ready? The new approach to CEO succession planning–progression planning–will considerably increase your odds.
^ADJ: Great guide by Korn Ferry, particularly like: "Even when developed and eventually selected, no internal candidate will be 100% ready for the challenge and public scrutiny of a first-time CEO role. Put support mechanisms in place to assist with the transition, including a team of complementary leaders with whom the CEO shares trust and common purpose. It’s the interconnectivity between the entire team that will build value for the company."
How To Fix Broken Teams
Having to fix a broken, critical team can be one of the most demoralizing and frustrating experiences in all of management - your back is against the wall, the team is miserable and underperforming, nothing you do seems to help, things keep getting worse, and if you push too hard you’re terrified they’ll all quit and the web of complexity they created cannot be picked up by any reasonable newcomer.
^ADJ: So often forgotten: "One of the first things a new manager should look to do is fix broken processes."
Modern organisations need modern boards
In times of uncertainty, agility becomes a crucial tool for organisations in the midst of reshaping themselves.
^ADJ: Key message: Boards face the challenge of becoming increasingly irrelevant if they don’t adapt to these changes. The real risk is boards simply become a place where compliance is checked off, eroding a comprehensive governance approach related to purpose, governance, accountability, alongside compliance.