After a series of detective stories that I have been reading very passionately lately, I decided to reach for something completely different. I was in the mood for something business, from a more scientific shelf. My choice fell on a small book, but with great ideals. I’m talking about the TED series. These books are short enough to be read at one time (which is true, as they only took half an evening to read), but at the same time they are long enough to give you an in-depth knowledge of the subject they cover. The series includes items of all kinds, from architecture, through the business world, to time travel. It’s also worth adding that TED books are combined with a lecture that you can watch on TED.com. The books are usually a continuation of the lecture.
What’s inside the book?
I’ve decided on “Beyond Measure: The Big Impact of Small Changes”. In this book, Margaret Heffernan, a business leader, shows how companies can build ideal workplaces and make big changes with just small changes. Based on her own experience built up in different organisations, she has come to the conclusion that small change is most important. She brings them closer to the reader in five chapters. The first one is about creative conflict, it is about not being afraid of this conflict, but transforming it into a creative discussion and learning from mistakes. An example is the company that creates a book of mistakes, in which each employee, whether he or she was an assistant or a director, typed in the mistake he or she made so that others could avoid the same mistakes. The second chapter is devoted to human capital. The author points out here, for example, that it is worth investing in interpersonal relations. Every good leader or manager should find time to strengthen relations with their team, talk to them not only about work, but also about their private life, plans, dreams and passions. In the third chapter, devoted to thinking as part of our physiology, the author refutes, among other things, the myth of multi-tasking. She says that:
The way we work creates a kind of feedback: the more attention we give to everything around us, the less insight we get. Meanwhile, when we are fully focused on one task, we exercise concentration and better remember what we did. We also feel less tired. Single-taskedness, i.e. devoting ourselves to one thing at a time, is not only more effective, but also allows us to make better use of the knowledge we have acquired. It is no longer just a question of productivity. Distracted people cannot think, so they cannot make decisions. They are good as humble sheep, but they will never become great leaders.
The next chapter is about overcoming obstacles. As one of the ways of overcoming stagnation or lack of ideas is a walk. It’s better to leave your desk for a while, ventilate your mind than to be stuck in front of a monitor and wait for inspiration. It is very likely that when we change our environment for a moment and stop thinking about the problem, new ideas and solutions will come to light in our heads. In the last chapter, the author speaks about omnipresent leaders. She also stresses that she is against employee rankings. She also gives interesting examples confirming her opinion. She points out that the employee is as good as we think he is. This means that if we believe that our employee is above average talent, he really will be.
The book is really great, it points out that every day we should really focus our attention on small things, speak, but also listen, and maybe above all listen to others. We should also observe the surroundings, not be afraid of constructive discussion. Such small things can lead us to huge changes that will make our workplace better and more friendly. And whether you are a director or a regular employee, your opinion and your work is very important. As the author said, not only mortar is important, but bricks are also important.