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Two recent articles from Harvard Business Review that caught my attention
These couple of stories resonated strongly with me and I thought I’d share them. They are short and self-explanatory. The first one talks about not canceling or rescheduling things. I’m occasionally guilty of this sin. Say, I’m fatigued and have some call of secondary importance — I’d reschedule. I‘m aware however of this type of behavior being bad. It’s unprofessional, it’s a sign of immaturity.
The second article talks about the importance of “lower intensity” at work. “Low intensity” can be described in other ways — being patient, pacing one self, not being high intensity, at least not all the time! I’ve had a few high-intensity bosses and though they were smart, I found their conduct destructive and unproductive. And the contrary, I know other people, whose seemingly “lower intensity” demeanor was a sign of top-notch professionalism and actually led to exceptional outcomes and very positive team dynamics. I also appreciated this article because of my ever-growing passion for running. The better I become the more low-intensity runs I have in my training. They’re crucial in helping me build my endurance and have a special role in the mental aspect of my training.
