Identify and rise above load-bearing assumptions
By Linda E. Ginzel – How could you build a really, really tall building without building really, really thick walls?
A man named William Le Baron Jenney came up with the answer. Jenney is widely recognized as the father of the American skyscraper, and according to Chicago lore, he had a breakthrough idea when he observed his wife placing a very heavy book on top of a tall metal birdcage. The cage not only supported the weight of the book, Jenney could see that it could have easily supported a whole stack of books. A stack of books piled high and balancing on a birdcage—what an image.
Jenney introduced the idea of a complete, steel skeleton, and he built the first fully metal-framed skyscraper in Chicago in 1884. Just as his wife used a birdcage to support the weight of a very big book, Jenney used metal columns and beams to support his building from the inside.
This story demonstrates the combined power of shedding a default assumption that weighed people down with making a major conceptual shift, which, in this case, provided architects the strength they needed to build higher.
Many of us face load-bearing assumptions, perhaps about management, strategy, finance, or leadership. For example, you may assume that the economic world is a zero-sum game.
Shedding assumptions is not an easy task because many have served you well in the past, and there is risk in abandoning them. Yet one of the most important skills that you can acquire is a willingness to question your load-bearing assumptions and make a different choice, when necessary. more> https://goo.gl/zR2hFR
Posted in Banking, Business, Economic development, Economy, Education, History, Leadership, Technology
Tagged Chicago Booth, Construction, Inner framework, Leadership, Load-bearing assumptions, Skyscraper
The New Leader’s 100-Day Action Plan, Author: George Bradt.
By George Bradt – Real strengths are made up of talent, knowledge and skills. It’s not enough to study a subject. Expertise is born of practice.
Real strengths enable people to do what they need to do. Pretend strengths may be intriguing at first, but end up disappointing.
Too many people think they should be able to sell because they’ve worked with salespeople before, either as buyers themselves, providing support to sales, or making products or services that others sell. They can’t sell. Selling requires talent, knowledge and skills born of practice.
Too many people think they can teach because they’ve been students.
Frontier Communications bought AT&T’s wire line services in Connecticut. They were excited because the transaction was going to: “be accretive” and “improve Frontier’s dividend payout” while customers “will have the same products and services that they currently enjoy”. (From their press release.)
Wasn’t true. The day of the transfer, my voicemail service got “disabled”. And it stayed disabled for 11 days. Each of the four times I called Frontier I was informed that they would “open a ticket”. I didn’t want a ticket. I wanted voicemail.
Frontier’s not a real phone company. It just plays one on TV. more> https://goo.gl/pH2m1L
Posted in Book review, Business, Economic development, Education, How to, Leadership, telecom
Tagged Business improvement, Jobs, Leadership, Productivity, Skills