Now that information is ubiquitous, the obligation changes. It’s no longer okay to not know.
If you don’t know what a word means, look it up.
If you’re meeting with someone, check them out in advance.
If it sounds too good to be true, Google it before you forward it.
If you don’t know what questions to ask your doctor, find them before your appointment.
If it’s important, do your homework.
Is there really any other kind?
If we see turbulence coming, we tend to avoid it. The art is in knowing that turbulence might come and looking forward to it, bracing for it and embracing it at the same time.
If your plan will only succeed if there is no turbulence at any time, it’s probably not a very good plan (either that or you’re not going anywhere interesting.)
Reblogged from: here
There are two kinds of users/creators/customers/pundits.
Some can’t understand why a product or service doesn’t catch on. They can prove that it’s better. They can quote specs and performance and utility. It’s obvious.
The other might be willing to look at the specs, but he really doesn’t understand them enough to care. All he knows is that the other choice is beautiful–it makes him feel good. He
When a building is burning down, fireman coordinate their actions, make decisions and save lives.
They do this without Aeron desk chairs or Dunkin Donuts. They do it without subcommittees, McKinsey studies or input from the boss in another city.
To quote Al Pittampalli, “why bother going to a meeting if you’re not prepared to change your mind?” To which I’d add, “Don’t bother having a meeting if…
William Goldman famously pointed out that before Hollywood releases a picture, nobody knows anything about how it’s going to do. It’s such a black art that there are no real clues, yet every self-important exec acts as though he’s an expert. It’s easy to pretend expertise when there’s no data to contradict you.
The internet and the connected economy turn much of that on its head. Now, in many…