Summary of Whitney Johnson's Smart Growth

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 In 2002, Mike Rowe hosted his life-changing S Curve in a sudden, raging flood of human waste in a sewer beneath San Francisco. He grew up idolizing his grandfather, but his grandfather told him he was enamored with the idea of being a jobber rather than a tradesman.
#2 Until he found his sweet spot at age 42, Mike Rowe made a career out of exploration. He then made exploration the model for his hit reality TV series Dirty Jobs.
#3 The Explorer phase is when you consider your destination, even if it seems like the destination chose you. It’s when you do your homework before committing to a course of action, lest you find yourself at the top of an S Curve you don’t care about.
#4 We are also paralyzed by fear. We are constantly afraid of the unknown, and our brain generates stress and hyper-alertness to protect us from threats. We over-emphasize the negative to protect ourselves.

Sujets

• Leadership

Informations

• Publié par: Everest Media LLC
• Date de parution: 01 avril 2022
• Nombre de lectures: 0
• EAN13: 9781669374909
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Whitney Johnson's Smart Growth
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3
Insights from Chapter 1

#1

In 2002, Mike Rowe hosted his life-changing S Curve in a sudden, raging flood of human waste in a sewer beneath San Francisco. He grew up idolizing his grandfather, but his grandfather told him he was enamored with the idea of being a jobber rather than a tradesman.

#2

Until he found his sweet spot at age 42, Mike Rowe made a career out of exploration. He then made exploration the model for his hit reality TV series Dirty Jobs.

#3

The Explorer phase is when you consider your destination, even if it seems like the destination chose you. It’s when you do your homework before committing to a course of action, lest you find yourself at the top of an S Curve you don’t care about.

#4

We are also paralyzed by fear. We are constantly afraid of the unknown, and our brain generates stress and hyper-alertness to protect us from threats. We over-emphasize the negative to protect ourselves.

#5

The S Curve of Learning is meant to be slow and tedious. It is meant to be difficult and taxing, as it is building neural networks in your brain. It takes time to make decisions, and progress is not immediately evident.

#6

The first CIO at Four Seasons was the chief information officer, Trecroce. He was given space to build relationships and help the various departments and divisions across the enterprise with critical pending IT decisions.

#7

To bridge the gap between that would be nice and this is nice, we must believe and act on our belief. By believing we are already what we want to be, even if it isn’t obvious to others, we bypass many of the limiting thoughts and doubts about our ability to become a programmer.

#8

If we are willing to do the hard work of changing our assumptions, we will begin to believe our goal is attainable. Belief is where an Explorer starts.

#9

Top management consultant Darrell Rigby knows that early testing is essential to the success of any major innovation. He says that to make his job at Bain the perfect job, he must constantly ask himself how he can make his job at Bain the perfect job.

#10

It is important for smart growth leaders to be open to new things and willing to test, even if that means jumping to new S Curves of Learning.

#11

The S Curve involves taking on a new task or project, which may be difficult at first, but will eventually become easy. To overcome the discomfort of the S Curve, Explorers must understand that there will be some discomfort at the start of any worthwhile S Curve.

#12

Entrepreneur Jamie O’Banion was exploring her option to start a business in the cosmetics industry. She knew the industry well, but she wanted to start her own business. That was novel, a new frontier of unfamiliar leadership and management skills.

#13

It is easier to take on a new learning curve if it aligns with our current identity. However, we must be prepared for the emotional, psychological, and social cost that can be attached to such a significant identity shift.

#14

Exploration includes a lot of calculating costs and benefits. If you are like Carter, you will find a way to make the numbers add up.

#15

The measurement of our life will be short of what we hoped if the work we are doing and the time we are investing doesn’t lead us in the direction of our deepest aspirations and our most deeply held values.

#16

We must excavate our shadow values and the cognitive dissonance caused by holding two conflicting values.