Ugh, another meeting!Do you know the feeling? We sure do. We’ve sat through our share of bad meetings. But would you believe we actuallylovemeetings now?
I just spent the last two months doing a deep dive trying to understand Martin Heidegger’s seminal work, Being and Time . You probably shouldn’t read it. It’s also one of the most interesting and thought-provoking books I’ve read in the last decade. This post is my attempt to reconcile those two beliefs. The reasons not to read Being and Time are obvious. The book is only half-finished. Of what was written, the second division is so muddled, that even after taking a companion class with dozens of hours of lectures, I still have no idea how to make sense of it. Also, Heidegger was a Nazi . It’s not clear how much Heidegger’s politics influence his writing. Especially around 1927 when this book was published. Still, there’s an undeniable ick factor. However, even if you do separate Heidegger’s politics from his philosophy, he may have bigger problems. Philosopher Philippe Lemoine describes Heidegger, half-jokingly, as “The only man about whom one can truly say that being a Nazi was...
Rapid Learner, my six week course designed to make you a better student, professional and lifelong learner is now open . I’ve made major updates to this edition of the course, including 20+ newly recorded lessons, deep dives, walkthroughs and more. For the first time, I’m also experimenting with a (limited) option which includes private coaching. Be sure to check out the page above for details. Registration will remain open until Friday, April 10th at midnight Pacific Time. If you have any questions at all about joining, be sure to email me ! The post Rapid Learner 2.0 is Now Open appeared first on Scott H Young .
I once worked for a boss who lacked vision. I should say he lacked a single vision because he changed direction frequently. The team never knew what flavor-of-the-month program was coming next. It was frustrating! Ever the activator, I was determined to build momentum in my department even if my division was stuck in neutral. I would bring my boss requests, complete with the necessary supporting information. Invariably, he would ask me to rerun the numbers. When I came back, he would want it rerun again, and again. By the time he approved it, the opportunity was lost, and he would blame me for missing it. Infuriating as that was, it taught me important lessons about an invaluable leadership skill: selling your vision when you’re not in charge. Whether your company has a strong vision or not, as a leader you should have a vision for your own area of responsibility. At some point, you’ll have to sell that vision up the line, to a director, C-level officer, or even the board of direc...
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