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6 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Talent is Overrated
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Geoff Colvin
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The differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain.
Deliberate practice characteristics: - It is designed specifically to improve performance, often with a teacher's help. - It can be repeated a lot - Feedback on results is continuously available - It is highly demanding mentally - It isn't much fun |
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Made to Stick
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Chip & Dan Heath
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Six principles: SUCCESs. Simple Unexpected Concrete Credible Emotional Stories.
The villain: Curse of Knowledge. Beat the Curse with the SUCCESs checklist. 1. Simple Find the core. Share the core. 2. Unexpected Get attention: surprise. Hold attention: interest. 3. Concrete Help people understand and remember. Help people coordinate. 4. Credible Help people believe. Use convincing details. Make statistics accessible. Find an example that passes the Sinatra Test. Use testable credentials. 5. Emotional Make people care. Use the power of association. Appeal to self-interest (and not just base self-interest). Appeal to identity. 6. Stories Get people to act. Stories as simulation (tell people how to act). Stories as inspiration (give people energy to act). |
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Switch: How to change when change is hard
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Chip & Dan Heath
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Direct the rider
Follow the bright spots Script the critical moves Point to the destination Motivate the elephant Find the feeling Shrink the change Grow your people Shape the path Tweak the environment Build habits Rally the herd |
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Drive: The Surprising Truth About What Motivates Us
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Daniel H. Pink
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People would prefer activities where they can pursue three things.
* Autonomy: People want to have control over their work. * Mastery: People want to get better at what they do. * Purpose: People want to be part of something that is bigger than they are. Key Idea: There is a difference between extrinsic and intrinsic motivation. Key Idea: Intrinsic motivators are more powerful. Key Idea: If you use monetary rewards to get people to perform the way you want, those rewards may have the opposite effect. |
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The Leadership Challenge
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James M. Kouzes & Barry Z. Posner
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1. Model the Way
Clarify Values Essentials of Clarifying Values Find your voice Affirm shared values Taking Action Write a tribute to yourself Write your credo Engage in a credo dialogue Set the Example Essentials of Setting the Example Personify the shared values Teach others to model the values Taking Action Do a personal audit Develop a routine for questioning Put storytelling on your meeting agendas 2. Inspire a Shared Vision Envision the Future Essentials of Envisioning the Future Imagine the possibilities Find a common purpose Taking Action Determine the “something” you want to do Picture what you will do next Survey your constituents about their aspirations Enlist Others Essentials of Enlisting Others Appeal to common ideals Animate the vision Taking Action Record your shared vision Breathe life into your vision Expand your communication and expressiveness skills 3. Challenge the Process Search for Opportunities Experiment and Take Risks 4. Enable Others to Act Foster Collaboration Strengthen Others 5. Encourage the Heart Recognize Contributions Celebrate Values and Victories |
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The Seven Habits of Highly Effective People
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Stephen R. Covey
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Independence
1. Be proactive 2. Begin with the end in mind 3. Put first things first Interdependence 4. Think Win / Win 5. Seek first to understand, then to be understood 6. Synergize Self Renewal 7. Renewal and continual self-improvement |
