Measuring value of a leader Cal Newport makes a compelling point in his book Deep Work that in the absence of clear indicators of usefulness, knowledge workers hold on to busyness as proxy for the value they add. Busyness is a bug and not a feature. This is especially pronounced as you rise in the corporate ladder. Most leaders have their schedules packed with meetings, emails and “work on work”. This leaves them feeling vacuous as they have little to show for real output or work done. With tenacious pursuit of shallow work, core skills atrophy and fulfillment at work drops.
Musings: 27-Jan-2020
Musings: 27-Jan-2020
Musings: 27-Jan-2020
Measuring value of a leader Cal Newport makes a compelling point in his book Deep Work that in the absence of clear indicators of usefulness, knowledge workers hold on to busyness as proxy for the value they add. Busyness is a bug and not a feature. This is especially pronounced as you rise in the corporate ladder. Most leaders have their schedules packed with meetings, emails and “work on work”. This leaves them feeling vacuous as they have little to show for real output or work done. With tenacious pursuit of shallow work, core skills atrophy and fulfillment at work drops.