Bill looked for four characteristics in people. The person has to be smart, not necessarily academically but more from the standpoint of being able to get up to speed quickly in different areas and then make connections. Bill called this the ability to make “far analogies.” The person has to work hard, and has to have high integrity. Finally, the person should have that hard-to-define characteristic: grit. The ability to get knocked down and have the passion and perseverance to get up and go at it again.
As managers, we tend to focus on the problem at hand. What is the situation? What are the issues? What are the options? And so on. These are valid questions, but the coach’s instinct is to lead with a more fundamental one. Who was working on the problem? Was the right team in place? Did they have what they needed to succeed? “When I became CEO of Google,” Sundar Pichai says, “Bill advised me that at that level, more than ever before, you need to bet on people. Choose your team. Think much harder about that.”
it’s a manager’s job to push the team to be more courageous. Courage is hard. People are naturally afraid of taking risks for fear of failure. It’s the manager’s job to push them past their reticence. Shona Brown, a longtime Google executive, calls it being an “evangelist for courage.”
When his team was confronted with a challenging decision, Eric liked to use a management technique he called the “rule of two.” He would get the two people most closely involved in the decision to gather more information and work together on the best solution, and usually they would come back a week or two later having decided together on the best course of action. The team almost always agreed with their recommendation, because it was usually quite obvious that it was the best idea. The rule of two not only generates the best solution in most cases, it also promotes collegiality. It empowers the two people who are working on the issue to figure out ways to solve the problem, a fundamental principle of successful mediation.
THE THRONE BEHIND THE ROUND TABLE THE MANAGER’S JOB IS TO RUN A DECISION-MAKING PROCESS THAT ENSURES ALL PERSPECTIVES GET HEARD AND CONSIDERED, AND, IF NECESSARY, TO BREAK TIES AND MAKE THE DECISION.
another word for tension is politics. When you hear people saying that things are getting “political,” that often means that problems have arisen because the data or process hasn’t led to the best decision.
People would feel better about their day after an hour-long session in the Fox News rage room—they could groan out their stress, and afterward their problems at work or home were someone else’s fault. It meant that their struggles could be wholly externalized, sparing them the stark reality that maybe their employer didn’t care enough about them to give them a living wage. It would be too painful to admit that perhaps they were being taken advantage of by someone they saw every day rather than the faceless enemy of Obamacare and “illegals.”
In social sciences, a “latent variable” is an element that is influencing a result, but one you haven’t yet observed or measured—a hidden construct that’s floating just out of view. So what is the hidden construct here?
Amos Tversky and Daniel Kahneman conducted a study that asked participants a very simple question: “Suppose you sample a word at random from an English text. Is it more likely that the word starts with a k, or that k is the third letter?” Most people responded with the former, that words that start with k (e.g., kitchen, kite, or kilometer) are more likely. However, the opposite is true, and one is actually twice as likely in a typical English text to encounter words where the third letter is a k, such as ask, like, make, joke, or take. They tested for five letters (k, l, n, r, and v) like this. It is easier for people to think of words by first letter because we are taught to organize (or alphabetize) words by their first letter. However, people conflate this ease of recall with frequency or probability, even when this is far from the truth. This cognitive bias is called the availability heuristic,
Empires preserve their power with the stories that they tell, but just as critical are the stories they don’t—the dark silences they impose, the pages they tear out.
Because longitude represents a distance in the direction of the earth’s daily rotation, measuring it is further complicated by time. Each hour of the day corresponds to fifteen degrees of longitude. If a seaman compares the exact time on his ship to that of his selected reference point, he can calculate his longitude. But eighteenth-century timepieces weren’t reliable, especially at sea.
Because the far-southern seas are the only waters that flow uninterrupted around the globe, they gather enormous power, with waves building over as much as thirteen thousand miles, accumulating strength as they roll through one ocean after another. When they arrive, at last, at Cape Horn, they are squeezed into a narrowing corridor between the southernmost American headlands and the northernmost part of the Antarctic Peninsula. This funnel, known as the Drake Passage, makes the torrent even more pulverizing. The currents are not only the longest-running on earth but also the strongest, transporting more than four billion cubic feet of water per second, more than six hundred times the discharge of the Amazon River.
