Tag: Principles

Top 2017 Reads: Blogs, Articles, Books & Podcasts that changed my perspective in 2017

Why a Focus on Personality Matters 
Why a Focus on Personality Matters
Fascinating insights from Deloitte and Harvard Business Review helped me understand the role of personality in workplace interactions, and allowed me to re-interpret my relationships with colleagues and peers more productively
Ray Dalio`s Principles
Ray Dalio’s Principles
Embrace reality and deal with it. Fail well. Understand that tension is key to great relationships. Invest time getting in sync. Ring the Bell Provide constant feedback, feedback accurately not kindly. Brilliantly laid-out wisdom from Ray Dalio. But I found an unexpected and deeper truth in Dalio’s work beyond the expected focus on transparency, honesty and feedback.
Simplify podcast, 6 episodes with powerful and simple ways to change your life, brought to you by Blinkist
Simplify is for anybody who’s taken a close look at their habits, their happiness, their relationships, or their health and thought “There’s got to be a better way to do this.”
The cognitive benefits of interacting with nature
Humans spent >99% of our evolutionary history in natural environments. But in the modern world we can interact with nature surprisingly little, yet science shows some surprising benefits from simple things such as “grounding” (walking barefoot on ground).
The Surprising Cognitive Benefits Of Small Talk At Work
Building empathy and connection are key to engagement, satisfaction and can also improve functioning of teams (through increased feeling of “psychological safety”). Ring the bell and celebrate key milestones.
Your Brain Can Only Take So Much Focus
Research has shed light on the power of focus and its role as a hidden driver of success. Yet as helpful as focus can be, research also shows there’s a downside to it:…
The 5 Shared Traits of Successful Teams via Google
The 5 Shared Traits of Successful Teams via Google
Who is on a team matters less than how the team members interact, structure their work, and view their contributions
What Facebook Did to American Democracy
And why it was so hard to see it coming In the media world, as in so many other realms, there is a sharp discontinuity in the timeline: before the 2016 election, and after.
6 Things You Need to Recover From Every Day - via Thrive Global
6 Things You Need to Recover From Every Day – via Thrive Global
Being busy and being productive are not the same thing. Most people try and do too much. True personal growth is sustainable – to do so means making an effort to recover from the following each day: work, people, fitness, technology food and being awake.
Why Deep Work Matters in a Distracted World
From the moment we wake in the morning, we’re tempted.Reach for the phone. Check texts. Read email. Scroll through social feeds. Even though mobile devices have increased our access to information and ability to communicate with others, they’ve also introduced barriers that could negatively impact our work. By understanding how to distance ourselves from distractions and improve time management, we have a better chance to dive deeper into our thinking and reach new heights of productivity.
Work Rules!: a new book of insights from Google`s Laszlo Bock that will transform how you live and lead
Laszlo Bock (ex-SVP of people management at Google) lifts the lid unexpectedly candidly on the real stories behind some of the people management innovations that have made google such a success. It’s a must for anyone who has ever thought hard about how to motivate high performing teams.
Four fundamentals of workplace automation
McKinsey believe that one should focus on activities not occupations when it comes to the impact of automation. They reckon that 45% of the activities in the US economy could be automated with currently proven technology …
Making Messages Stick
Why do some messages stick around for thousands of years (“The boy who cried wolf”) but others barely register? If we know how to make messages stick, can we make worthy messages “stickier”? Great insights here from the brothers Chip & Dan Heath.
To Motivate Your Employees, Draw from Your Own Experience
It’s not always easy to get the most from your employees. If you’re struggling to inspire the people on your team, look to your past. Think about your own experience and what motivated you…
The Overcommitted Organization
Multi-teaming (assigning people to a number of teams) has become ubiquitous, in response to the need to solve complex problems and manage resources efficiently. Particularly in knowledge work. But it has a dark side
created in Publicate

Five unexpected learnings from Ray Dalio’s Principles

Sure, Ray Dalio is well known for his approach to “radical transparency” and the uncompromising way he has implemented that (as well as the extraordinary investment success of his firm, Bridgewater), but his recent book Principles held learnings for me in a number of unexpected areas including: mistakes and failure , the art of disagreement and what might be described as “soft skills”.

Underneath what might seem on the surface – to some-  a set of stark, tough, emotionless dictats I found something a little different – there is a deeper truth – Dalio is asking people to have a sense of introspection and humility, to sincerely believe that they might be wrong and open themselves to other viewpoints and critiques, and to reflect hard on their mistakes as this is where the best learnings are to be found.

And the reason for writing and sharing the principles? It all started with a meeting between Dalio and some of his key partners in the early 1990’s where they presented him with a candid – and stark – picture of the negative effects that his focus and determination had on others in the organisation – that they felt belittled, unnecessary, incompetent and overwhemled. In addressing this, Dalio decided it was important to set out the principles he was operating by, in a way to try and get in sync with his employees so that they could see where he was coming from more easily. Which could mean they would be more understanding of his approach, and less likely to be affected in negative ways.

The big question reading Principles is of course what valuable read-across can one take into other organisations. I would argue plenty, but even for those that disagree surely setting out principles and spending time getting in sync on them is universally a good thing for meaningful work and meaningful relationships.

Here are my top 5 least-expected takeaways from Principles:


  • Making mistakes & learning from failure. At the heart of the book is Dalio’s own story and evolution. He shares a story from the early days of Bridgewater –  he took too much risk betting on the bond market in the early 1980’s that the firm imploded and he lost almost everything he had built (he had to let go all the people working for him at the time). In reflecting on that he developed some clear thinking about how to respond to failure, and he is convinced that we can learn a lot more from our failures than our successes (self evident perhaps, but worth lingering on as it can be all too easily overlooked or forgotten). Treat the pain of failure -and yes, you need to feel pain- as a trigger. A trigger to reflect deeply, reflect objectively from a higher level. Reflect both on the proximate cause of the “case-at-hand” but also at the “machine design” level (that is, the organisational, workflow or systems design construct that generated the mistake). To evolve successfully one must first correctly perceive and diagnose the problem (objectively), identify a better design, and push through on implementation. Experience creates an internalized learning that book learning can’t replace, so in that sense mistakes and failure should be treated as valuable opportunities to create powerful learnings.


  • The art of thoughtful disagreement. Open-mindedness is clearly pretty key to Dalio’s worldview and is behind, in his view, the extraordinary success that Bridgewater has had over the years. He talks at length about the principles behind ensuring that disagreement is fostered, and this I think is the key bit – is handled and resolved in efficient and amicable ways that move everyone forward. There are a handful of principles that get at this – including sincerely believing that you might be wrong, treating a disagreement as an “open exploration of what is true”, rather than an “I win you lose” clash of ideas (which happens all too easily, in my experience), doing everything you can to understand how others come by their opinions, and focus on being “open minded and assertive” (the idea being, it’s easy to be assertive when you are pushing a point of view, but more helpful to be assertive but neutral, to explore what’s true). At the end of the day what matters is moving forward, and his ideas around a “believability weighted” meritocracy are compelling. Dalio’s view is that two of the biggest barriers to progress are our individual egos (and the dogged attachment to our own ideas that generates) and our un-awareness of our own blindspots. This insight is well worth reflecting on and I for one know I could strive to do better on both of these fronts (both un-attaching myself from my views and ego, and working harder to understand blindspots).


  • Invest as much time as possible “getting in sync”. In an unexpected nod to what might be described as “softer skills” Dalio talks at length of the need to invest in getting in sync with others (colleagues, peers etc) mainly to compare your principles against those of others and check where there is disalignment. Being clear on principles is, key to moving efficiently from disagreement to decision, hence “getting in sync” on one another’s principles and knowing what you have in common sets up the systems for resolving future conflict and disagreement. In the long run it increases efficiency, but you need to prioritise because of time constraints. Priority should be important issues with the most believable and relevant parties. Again you could argue this is good sense rather than revelatory, but probably all too easily forgotten or missed out in the whirl of the day-to-day and the temptation to focus on the new, the urgent or the interesting. I have certainly resolved to to spend more time focusing on this.


  • Be clear & honest on personality and attribute dimensions. Understanding that people are wired very differently (for example: task vs goal oriented, an aptitude for concepts vs plans, an intuitive vs sensing approach and whether detail or big-picture focused. ) and that for an organisation to functionally optimally you need the right design of skill and capability comb’s in the right roles. Be honest about the suitability of individuals for roles by focusing on capability dimensions ( in practice probably too often overlooked in light of someone’s likability, social skills or similarity to the decision maker/interviewer). I would be grateful to see what the underlying personality dimensions are behind the tools that Dalio refers to (eg Baseball cards and Dot Collector). He mentioned these may be released soon in a “Principles app”, so i look forward to that.


  • In meetings, ensure levels are navigated effectively and synthesis is achieved. We’ve all been there – that meeting that gets dragged “into the weeds”, (that is to say a granular debate on points several levels below that of the real question at hand), possibly never to be recovered. “Reality exists at different levels and each of them gives you different but valuable perspectives”. Synthesis refers to the mental combining/processing of data points across levels in forming an overall picture (and coming to a decision). So the key to an effective meeting, is an exchange that can achieve synthesis by successfully navigating levels effectively, that is lower levels might be explored to degrees of various depth to gain insight along the way, but the main level is returned to, and progress made along that level. Another area of insight into “soft skills” that I was not expecting – but really resonated. This picture from the book sums it up well –

My favourite Dalio quotes: