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From FastCompany: Warren Berger taps some of the most powerful CEOs in the country to reveal the questions that will keep any company on track.
From Jason Fried 37signals: I’ve been thinking more about how I review a design – both my own and someone else’s. So over the past couple days I’ve been writing down every question I’ve been asking when I look at a design-in-progress. Some of these I say out loud, some just go through my head, some are in person, others are posted to Basecamp or Campfire.
From Tim Sanders: Talking about how bad the economy is constitutes a sideways conversation. You cannot be afraid enough of the future to make it better – in fact, you’ll often make it worse. Dale Carnegie trained his YMCA students in the 30’s to ignite positive conversations by opening with “what’s the good word?”. It changes the conversation, the mood and the direction of the talk. You could also ask people the following: What are enthused about these days? What are your working on these days? Tell me something interesting, I’m dying to hear about something new and cool.
From Valeria Maltoni: Two ingredients to a good conversation are a subject that has done interesting things, and has an intriguing point of view, and a set of questions that demonstrate the interviewer is interested in exploring some of those projects and has a certain point of view.
I’m thinking about Terry Gross at NPR and Charlie Rose with PBS.
From Leader to Leader Journal: In the past 5 years, corporate leaders have talked more about learning and development than in the previous 50. But the discussion inspires frustration as well as hope. Senior executives invariably want to know, “How do I build a learning organization?” It is the most frequent question I am asked, but it is the wrong question, for two reasons. First, it implies that the president or CEO can singlehandedly make changes in an organization’s genetic code. Second, it suggests that building a learning organization (and learning itself) involves a definitive formula rather than an ongoing process.
From FastCompany: In The Lean Startup, Eric Ries argues that returning to the question of why five times cuts to the quick of a problem.