learning and leadership thoughts

Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

“Study without desire spoils the memory, and it retains nothing that it takes in.” ― Leonardo da Vinci, via @gfbertini

“Millennials: the landless peasants the founders warned each other would happen.”@girlziplocked

“Blessed are the weird people …  for they teach us to see the world through different eyes.”@JacobNorby

OpenSource.com: How to gain merit, regardless of your job function

“In the end, if you want to gain merit in an organization, you need to think about the types of traits true leaders have. True leaders are unique, empathetic, and modest. Focusing on ways to develop those characteristics — which are important for anyone in any organizational role — will take you far.”

Personal Power vs. Coercive Power: Finding Authentic Leadership via @toddhoskins

“Personal power is different from coercive power. Personal power comes from a different source. It is rooted in our authenticity and wholeness, not in a role or position. It is based on our competence and character and integrity. It accrues to us as we become our self, our true self, and when we engage in leadership as authentic and whole men and women. We are seen as being more powerful, not less, as we become vulnerable enough to acknowledge our gifts and limits, own that we cast shadow, and learn to say, “I don’t know.” We have power because of who we are more than for what we do.”

How Developers Stop Learning: Rise of the Expert Beginner: via @remids

“What this means is that the rapid acquisition phase of a software developer–Advanced Beginnerism–will last for years rather than weeks. And during these years, the software developers are job-hopping and earning promotions, especially these days. As they breeze through rapid acquisition, so too do they breeze through titles like Software Engineer I and II and then maybe “Associate” and “Senior,” and perhaps eventually on up to “Lead” and “Architect” and “Principal.” So while in the throes of Dunning-Kruger and Advanced Beginnerism, they’re being given expert-sounding titles and told that they’re “rock stars” and “ninjas” and whatever by recruiters–especially in today’s economy. The only thing stopping them from taking the natural step into the Expert Beginner stage is a combination of peer review and interaction with the development community at large … They come to the conclusion that they’ve quickly reached Expert status and there’s nowhere left to go. They’ve officially become Expert Beginners, and they’re ready to entrench themselves into some niche in an organization and collect a huge paycheck because no one around them, including them, realizes that they can do a lot better.”

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