Notes on the Book- Measure What matters

It's important to re-assess your goals over time. Keep a keen eye on trends and market changes and make adjustments as necessary.

Risks are best taken keeping an organization's core capabilities in mind. Make sure you consider the available data and operate within your company's unique skill set.

Keep your goals simple and clear. Clear objectives are more motivating and sharable.

Invest time in understanding what motivates your individual teammates. Understanding their unique motivations can help you align their incentives with your organization's objectives.

Set goals that seem beyond reach. As a leader, your job is always to look towards what comes next, no matter how daunting or impractical.

People perform best when they feel valued. Offer feedback continuously and generously and encourage opinions and self-designed performance plans.

From OKRs-Objectives and Key Results to CFRs-Conversations, Feedback & Recognition, John Doerr crystallizes the crux of his learnings under Intel CEO Andy Grove and his management style

John Doerr illustrates with the example of Hewlett Packard and how a misstep caused it to falter. That it rose from the ashes to rule again is the positive spin.

Using the example of Google, John Doerr shows what makes companies wager on decisions that seem to put their future at stake. It is based on a series of calculated risk-taking that leans on the organization's core capabilities.

(Emeritus Insights on book Measure what matters by John Doerr)

I can be reached at gorask@gmail.com and whatsapp number 8800477973 for feedback, suggestions, ideas, collaboration, guest podcasts and other opportunities for working together.

My English Podcast "Lifebook" can be listened on the link https://anchor.fm/sanjay-gora7

My Hindi Podcast "Kitabi Keeda" can be listened on the link https://anchor.fm/sanjay-gora

Books written by me are available on Amazon, Flipkart and Notionpress sites.

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Notes on Management 010222

 By VR Ferose

Innovations happen when different kinds of people come together and do fundamentally different things. We can get inspired by social entrepreneurs who are at the forefront of innovation and they do so under extreme conditions for a cause.

Surround yourself with people who are better than you in at least one aspect, create a team, not a coterie. A misfit in a certain role could be a perfect fit in a different role.

The best innovations always happen under constraints of resources, time, and money. Challenge people to find radically different solutions and speed up processes.

Sometimes the best decision you can make is to not make one, wait to get more clarity before deciding. Good leaders can look at data and analyze it in novel ways. The role of great advisors is vital.

Look at failure as feedback. If you want to improve, you will have to do things differently and also do different things. The ability to take risks without excessive worry about failures is important. Start-ups don’t always do well but people who do start-ups always do well.

The best learnings come from looking at completely different and unconventional sources. So keep challenging the traditional way of viewing things. The most innovative companies are going to be those which have people who are good at different things.

The future workplace will have more managers on contract, and employees will be able to decide what they work on and who they work for. People will play a key role in running organizations, so it would be a more top-down structure.

Notes on Management 280122

 BY Neeraj Garg

To build an entrepreneurial team within an organization, rather than focusing on experienced professionals, it is important to attract and nurture people who are willing to take risks, are quick learners, are willing to fail, and are excited by the long-term vision.

When handling a large field team, it is important to automate processes like performance management, ensure clarity and frequency of communication, and manage turnover well.

When connecting with top leadership in an organization, bear in mind that they have very short attention spans, and it is key to get an understanding of their pulse through their formal and informal network before you approach them.

As the world shifts its focus towards emerging markets, India offers some useful lessons on unpredictability and uncertainty to multinationals, while Indian businesses can get some lessons in higher expectations and higher focus.

By K Ramkumar

A truly empowered organizational culture is one where its people walk the talk on building engagement and trust and allowing employees to speak the truth without fearing the outcome.

True leadership is not about slave driving people or seeking guarantees of personal success. It is about taking charge of a situation and taking personal risks by holding yourself personally accountable, irrespective of your title or position.

True mentors do not offer solutions on a platter or try to change people through training. They converse with you and help you build trust in your own capabilities by encouraging you to search and find solutions on your own.

If you truly want to nurture talent, foster a person’s belief in themselves by showing them your trust and confidence in their capabilities.

Do not always dismiss a person who is bragging. They already show ambition. Help them reach their true potential by fostering their belief in themselves.

Don't allow success to get to your head. Ensure you have one trustworthy person by your side who will ground you and warn you to change before it is too late.

Notes on Management 250122

 By SV Nathan

Create your presence with clarity and confidence in communication. Be aware of the identity you project. Learn to listen, seek feedback, and own your space.

Separating the act from the person makes negative feedback a learning experience. Feedback has to outline what went well and what could be improved upon.

Characteristics to look for when you hire: people who are good listeners, are logical, thoughtful, and emotionally intelligent. Change mindsets. Seek those who have worked in unstructured environments and faced tough times.

A lot of unlearning happens while training and retraining existing staff. Give confidence to team members to seek help without judgment. Realize benefits of reverse mentoring for experienced staff.

You need to break a few rules, create some, and make it easier for women to continue in the workforce. A support system, progressive minds, self-assurance from the organization, and men who champion them can further women's presence in the boardroom.

By Arvind Singhal
Classic tools are insufficient to give insights on the opportunity in the market. Rethink models to look at the latent aspirations of Indian consumers and lifestyle changes brought about due to increased exposure.

Some skills of successful managers are similar to the requisites for an entrepreneur. Solutions don’t have to be for the product only. Look for new ways to conduct business, reach out to customers and suppliers, and manage people through motivation and training. In an uncertain world, process-driven systems render you obsolete and unable to adapt to changes.

Dramatic transformation is taking place in a very short period in the Digital Age. Foremost is digital access to information and connectivity. Engineered materials are rewriting the future of engineering and are the second transformational change.

The third most transformational is additive manufacturing in the form of 3D printing. As a result, many industries will completely get eliminated, that’s the fourth transformation. Consumers and producers are coming together directly. Some technologies are about to go mainstream and can create opportunities and challenges for everybody.

Make your reading as diverse as possible. Today’s requirement is not to be a master. The call of the hour is a multidisciplinary approach.

Notes on Communication 040122

 Six things to do before seeking feedback: 1. Understand what you are looking for, 2. Ask immediately, 3. Pose specific questions, 4. Ask for examples, 5. Seek the opinion of colleagues, and 6. Ask more frequently in the virtual environment.

Tell a story that matters to your audience and make sure it fits the larger context. Other tips for successful storytelling include being humble and sharing anecdotes to make it more human.

For conscious communication, don't mask your feelings. Instead of saying, Where were you?, say, I felt hurt that you did not tell me where you had gone?

Saying 'You are an idiot' is quite different from 'You are acting like an idiot.'

'You can not follow something blindly', is a statement that hurts a blind person. Because it suggests blindness means diminished intelligence. We should be conscious about how we communicate about disabilities.

Keep the information flowing. Unlike other resources, information when shared gets increased value.

"Listening is an act of love. It is an all-body activity."

Over-communication is better than under-communication.

Reverting does not mean replying back. It means going back to an earlier status.

Effectiveness in communication is determined by the result of communication.

Listening is like pouring tea in a cup. If the cup is clean and empty, listening is best. But if cup is kept upside down, tea will go waste, that is when we are not paying attention at all. If the cup is cracked, tea leaks out. That is when we are trying to listen but our attention is out of control. Or when the cup has something in it already. That is when we are full of toxic certainty,

Radio is the theatre of the mind.

Podcasting is a mix of reading books and watching cinema. Audio helps you avoid reading, and visualize what you are listening.