Reading time: 3 - 5 minutes
Video Time: 48 minutes 21 seconds
***After the introduction, Ricardo begins speaking at about minute: 4:20***
This is yet another reason why I started LunchLearning.com…new ideas and new ways of thinking are so prevalent. . .so easy to grab and run with. . .IF we allow ourselves to live outside our own world. . .to experience and impact our lives and work lives through new learning and objectivity.
In this lecture at MIT, Ricardo Semler makes the argument that we should “Lead by Omission.” A method that posits we should look at managing our businesses essentially, without, management…that once you’re IN an organization or an industry, you become almost incapable of changing it through management. For entrepreneurs building companies, it’s almost a lesson in necessity, for well-established firms though, it’ll probably serve as a wake-up-call for what can be done with less.
It’s akin to a successful career or lifestyle: when we’re young we carry few lifestyle entrapments/bills, etc. Later in life as we add more “things” to our world, we also add entrapments, and more bills.
Think about it.
And the best part? This too, was a lunchtime lecture at MIT!
From Semler’s bio:
Known around the globe for his innovative, employee-centric management style, Ricardo Semler is a true visionary who advises businesses on how they can significantly improve performance by restructuring relationships with their people.
Ricardo Semler is president of Semco S/A, based in Brazil, and the author of two books: Maverick: The Success Story Behind the World’s Most Unusual Workplace and The Seven-Day Weekend: Changing the Way Work Works
Ricardo urges audiences to take a realistic look at what works, what’s possible, and what makes sense in today’s world, given our technologies, the rapid pace of change and the increasing failure of current practice to adapt. Technology that was supposed to make life easier—laptops, cell phones, e-mail, pagers—has stolen our free time instead and destroyed the traditional nine-to-five workday. Why, for instance, haven’t we learned to go golfing on Monday morning when we’ve learned to take our work home on Friday night?
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