“Of course, trimming ones’ to-do list reduces stress. But for some the idea of automation adds stress, since many people worry that humans will be replaced by an army of robots. But automation isn’t necessarily about replacing humans—it’s about handing off mindless, time-consuming tasks so that we can focus on the work machines can’t do.”
Aytekin Tank, Automate Your Busywork (Page 10)
Delegation Quotes
“Your productivity is not the problem. Many of us have absorbed the message of productivity culture that says success requires a superhuman work ethic. When exhaustion and overwork are normalized, it’s easy to drive yourself into the ground and think it’s your fault you haven’t yet created the optimal morning routine or applied enough time hacks to tame your to-do list. But your productivity is not the problem; the problem is thinking you need to personally do every iota of work that lands on your plate.”
Aytekin Tank, Automate Your Busywork (Page 5)
Do Nothing! [Book]
Book Overview: According to J. Keith Murnighan, Great leaders don’t do anything—except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things—and their teams suffer as a result. Do Nothing!’s practical strategies and true stories will show you how to set high expectations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs—even when you know you could do their jobs better.
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Post(s) Inspired by this Book:
“Doing too much is far worse than doing too little. When leaders do too much, they cannot be as effective or as thoughtful or as strategic as they might otherwise be. Even worse, their team members are underutilized and underchallenged. Better team members are also likely to be increasingly angry – because their leader is doing what they could and should and want to be doing. By not letting good performers do their jobs, on their own, leaders don’t allow their team members to feel proud of what they can do. The end result is the development of dislike or even hate for a leader who butts in, as well as earning him a reputation for being a control freak and a micromanager.”
J. Keith Murnighan, Do Nothing!
