Key take away:
- Focus on self enrichment.
Ken:
- a Japanese friend lost his job but, is he in the place to reach out and help him to find job, if the pride of the Japanese friend is such he does not want anyone to know he laid off?
- How often do we damage trust out of seemingly good intentions but not executing well?
- This example highlights two principles:
- Culture sensitivities that we ought to develop
- Respect boundaries
Penny:
The VP of engineering, who is practically everyone's boss in her work place, has been a private person never socialize with new people of her. It makes her wonder: how can a new employee get close to someone like this and build trust? Note: the said private boss surprised her to broke down in tears at a recent retirement party.
- Vincent: trust can be build on professional interactions. we do not have to focus building friendships
Yan:
Ken:
Hong:
Penny:
View). This is proportional more important as wen scale the number and complexity of mutual dependent tasks.
Vincent:
- In answering questions: err on the side of over communicate. Because the common newbie error is to assume the colleagues have understood our POV (Points Of View).
- Based on my QUALCOMM lessons, I could not agree more. At least with QUALCOMM, being a big company with fast moving parallel projects, I have observed that, despite repeated meetings and emails, I can almost never be sure that my key decisions will not surprise someone affected by them.
Thomas
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