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I finally finished Nudge, the behavioral economics book about choice architecture. At one point the authors were talking about how to structure the choice to become an organ donor. They suggested requiring people to choose one of three options: yes, harvest my organs; no, leave my organs alone, Dr. Frankenstein; and “Not Sure.”
When I heard that,¹ I thought, there’s no difference. Picking “not sure” is exactly the same as picking “no.” Nobody’s going to pull out a dead 22-year-old’s driver’s license, see that they checked “Not Sure” on organ donation, and be like, “Looks like Maybel Ottenberg in Dayton, Ohio, is finally getting that new pair of corneas!” Read more
Building a business is hard – building a great business is even harder. As leaders, we are thinking about strategy, processes, team building, workflow, technology, customer attention and care, pricing, and so many other things every day. In fact, when we sit back and reflect, we know that we are generally ordinary people trying to do extraordinary things. The stories of Apple, Uber, and Amazon dominate business leadership books and leadership “manuals,” however many of us are not running a company like one of these. We are building those Small Giants in our efforts to make a difference in our sphere of influence. However, there are companies in ordinary industries around the world, whose leaders who reimagining what is possible in their very own businesses. In Simply Brilliant, we have stories of companies doing remarkable things in industries like office cleaning, retail banking, grocery, and electrical manufacturing – could we do this in the accounting profession?
William Taylor, co-founder of Fast Company and the author of Simply Brilliant, lays out these stories of success based on 4 principles that rose to the top in his research. Here is a recap of some of those things that seem ordinary but are producing extraordinary results. Read more
“You wanna know why I’m getting out of the game?”
I really didn’t give a crap. But I didn’t tell him that I didn’t give a crap, so he told me anyway.
“It’s because I have to work with millennials.”
And that got my attention. This guy should be getting out of the game because he’s like 150 years old or because he’s got butt cancer. Those are reasonable explanations for why someone would retire. Read more