“For Old Money like Mellon’s, discretion was indeed a key value, while for those in the class of New Old Money — that is, great fortunes made, often in tech, in a time frame bracketed by Myspace and TikTok — wealth display is noticeable, but only to those who know what they’re looking for.”
Build a personal brand
My advice is to be balanced: Focus on building subject expertise while learning how to negotiate to better advocate for yourself, your team and your projects. Build a personal brand inside and outside of your company through leadership and public speaking.
https://www.wsj.com/articles/your-biggest-career-mistakesand-what-you-learned-from-them-24038838
Quiet Luxury: At a certain point it’s just stuff to them.
“Are we veering here into “quiet luxury” territory? Many of these people have incredible style, yet they don’t want Hermès or Louis Vuitton. Retail in general has lost that feeling of curation and point of view. You can get the same merchandise anywhere in any big city or online. That’s unappealing for customers who can basically have anything. At a certain point it’s just stuff to them.”
Worries about ChatGPT: it will be seen as good enough — and cheap.
““I worry not so much that ChatGPT can do the job as curator,” said Olson, the visual studies expert, “but in the context of dwindling resources for the arts, it will be seen as good enough.”
Good enough — and cheap.”
What-Why-What rubric for scheduling meetings
Rahim Charania, managing partner of a real-estate investment firm, tells his staff that meetings must fit a ‘What-Why-What’ rubric. Three questions must be answered before somebody schedules a meeting: What are the issues being discussed? Why do we need a meeting? What would be the best outcome?
https://www.wsj.com/lifestyle/workplace/15-minute-meeting-productivity-work-c7233324
We like things not just because we’re exposed to them, but because, before exposure, we have opened our hearts to liking them
“We like things not just because we’re exposed to them, but because, before exposure, we have opened our hearts to liking them. And this is why internet platforms have failed to create true stars: We don’t trust the success on these platforms as something impressive. Social media apps don’t imbue status value upon their most successful performers, and the platforms themselves haven’t emerged as arbiters of high status.”
https://culture.ghost.io/why-havent-internet-creators-become-superstars
Do something for someone else when the opportunity arises.
Several weeks later, he received an anonymous letter that said the bill had been paid and made three requests: Don’t tell anyone this happened. Don’t try to find out who did this. Do something for someone else when the opportunity arises.
Forgive, forgive, forgive.
In any bond of depth and significance, forgive, forgive, forgive. And then forgive again. The richest relationships are lifeboats, but they are also submarines that descend to the darkest and most disquieting places, to the unfathomed trenches of the soul where our deepest shames and foibles and vulnerabilities live, where we are less than we would like to be. Forgiveness is the alchemy by which the shame transforms into the honor and privilege of being invited into another’s darkness and having them witness your own with the undimmed light of love, of sympathy, of nonjudgmental understanding. Forgiveness is the engine of buoyancy that keeps the submarine rising again and again toward the light, so that it may become a lifeboat once more.”
The only way to fail completely is to stop trying
-Mike Massimino
An Astronaut With ‘Bad Eyesight and a Fear of Heights’ https://www.wsj.com/articles/an-astronaut-with-bad-eyesight-and-a-fear-of-heights-bc226bf3
To be a leader in this company,” he said, “your job is to find the rose petals in a field of s—
He felt merely shipping products wasn’t a reason to celebrate, he told executives at a retreat. Microsoft had to measure success based on whether people actually liked them.
“We needed to build deeper empathy for our customers and their unarticulated and unmet needs,” he wrote in his book.
He’s a leader who recognizes his own limits and delegates to people he trusts. As a manager, he can be kind, but he is cutting when he needs to be. One former executive said Nadella would threaten to fire direct reports if they didn’t shape up. Another former executive recalls him sharply telling a grandstanding employee to “sit down.” He rarely swears, but in one meeting with Microsoft’s senior managers, he told them it wasn’t their job to whine. “To be a leader in this company,” he said, “your job is to find the rose petals in a field of s—.”
https://www.wsj.com/articles/satya-nadella-microsoft-ceo-ai-openai-altman-85e75531
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