In 1997, Korean Air Flight 801 crashed while on approach to land in Guam, killing 228 people. The cause? A perfectly functioning airplane was flown into the ground because the copilot was, repeatedly, too polite to tell the captain they were all going to die.
Often tangled and confused, they are not the same and the differences between them are the key in attracting the right people and defining the kind of culture you want.
What can we learn about business decisions by imagining a race, set in vast natural landscapes, with determined competitors around us and a strong incentive to be first?
IT companies in Iași are missing opportunities to get great talent by standardizing their recruitment process away from creativity and into boredom.
Even dolphins know it, and by now we should too.
Good teams can take it, great teams need it. Let me explain.
Self imposed, semi-arbitrary, "silly" rules, that we strictly follow, no exceptions, are a surprisingly good way of changing behavior we can't seem to nudge any other way.
If there's one way to summarize the fundamental objective of every leadership workshop, it is is: get to the real conversations.
If Iași's corporate IT wants disruptive innovation, it should start spinning off teams and isolate them completely from the main company.
Acknowledge their feelings and then, politely, tell them to fuck their feelings