The skills that become increasingly valuable as technology advances are about what we’re like, not about what we know
Everyone can get better, but it will be hard for some people, and some just won't want to do it. Think of the IT guy at South-west Airlines. It isn't about what they know. It's just the way they are.
Life will be increasingly tough for those people. Organizations used to have a place for them, in solid middle-class jobs in factories or back offices. But those are the jobs that technology is rapidly taking over. As the shift in valuable skills continues, organizations are finding not only that they have no jobs for the disengaged and socially inept, but that such people are toxic to the enterprise and must be removed.
Focus is saying no to 1,000 good ideas.
Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.
The last 10% is 90% of the work.