Sublime

It is different if you are from the middle or bottom tiers of your sector. In that case, not everyone will want to work with you, and perhaps most people won’t want to work with you, as they will be hoping for something better, whether realistically or not. If you are in this position, as many of us are, you need to think especially carefully about

Instead of speaking up to audiences who are highly agreeable, we’re better off targeting suggestions to people with a history of originality. Research shows that when managers have a track record of challenging the status quo, they tend to be more open to new ideas and less threatened by contributions from others.

Instead of limiting access to the ideas and leaving it up to managers to decide which ones to pursue and implement, Warby Parker made the suggestions completely transparent in a Google document. Everyone in the company could read them, comment on them online, and discuss them in a biweekly meeting. This means that, just as Justin Berg recommends, t

40 per cent of our total social time to the five people in the innermost layer, and a further 20 per cent to the 10 people that make up the rest of the next layer, the 15-layer. That is, 60 per cent of our total social effort is devoted to just 15 people.

You can read Robert Cialdini,

List the names of the three to five people (individuals or groups) who matter most to you in each domain of your life—in your work or career, in your home or family, and in the community or society. Write a sentence about why each one of these people or groups is important to your future and why it’s in their interest to aid you.

In a recent study, Vijay Govindarajan, a professor at Dartmouth, found that for every 5,000 employees, at least 250 will be true innovators and 25 will be innovators and great intrapreneurs (or companies of one) as well.

tracking not only employee productivity but also social interactions—“social physics,” as computer scientist Alex Pentland calls this new genre of sociometric data.