Having worked with hundreds of startups, and corporations - one thing I constantly saw is stagnation due to settling into familiar routines and processes. They simply did not have a system in place for a controlled detonation of their legacy systems.
Once the groove was set - nothing changed, and innovation was all but gone. To innovate, you must break things. To change, you must remove the old and give way to the new.
That’s why I am going to break things with my newsletter and build it anew. Not quite 100% sure yet which shape it will finally take, but I need to find a way to talk more about my purpose and Earthians.
Similarly, I invite you to NOT make a New Years’ resolution this year, they don’t work, you won’t stick to it. We all know this.
Instead, tell me what you will STOP doing, what routines will you destroy, collapse, and get rid of. Which part of yourself are you willing to abandon and forget? Which things are you willing to put into a stow-away chest, lock it, throw it away into the sea, and never see again?
Do not start something new. Get rid of something old.
⚡ The Action
As this year's “resolution”, let’s not give ourselves big promises to start doing something new. Let’s instead create space for this something to arrive. Choose one of the below or come up with your own:
Look at your calendar and delete an activity that you will stop doing. Forever.
Take a look at your daily routine and decide to stop doing something.
Break something about your identity, something you always ‘believed’ about yourself to be true.
🎲 Random Section Of The Week - On Management.
Look, I am going to start having more fun with the newsletter, and for that - I will have to break some eggs. Some sections might disappear, sometimes there might not even be an action to do, but I will always do my best to provide quality content that you will hopefully find useful and entertaining.
Today, I’d like to talk about people management. In fact, I want to talk a lot about management, as I have studied management, been a manager, hired managers, fired managers, promoted managers, worked with managers, worked under managers, worked above managers. In the process - I started to really dislike management.
See, there is one simple flaw in the whole thing. The birth of management stems from the concept that an employee is “lazy” and “untrustworthy”, and as such - must be managed (a fancy word for controlled and exploited). Don’t take it from me, Frederick Taylor, the father of management said as much: “the tendency of the average [employee] is toward working at a slow easy gait.” His whole body of work stems from this simple fact.
Not only that, but the definition of business management is as follows: “Management is the art and science of managing resources.”
Unfortunately for the science of management - people are not actually resources. They are real, living, and breathing human beings. If you treat them as resources - you will get lazy, untrustworthy, scheming employees.
If, on the other hand, you treat them as people, friends, and family - you will get trustworthy, motivated friends.
And trust me when I say this - if you ever experience working next to people who are motivated, diligent, and treated as equals - you will see that these people do not need any management at all.
There is a world of difference between having to manage the lazy folk and having to be in the way of the motivated.
Now that you have read this, should I write more things like this?