RAFFIAPALM

Resources for product teams from industry experts

personal mastery

  • As we work to get our ideas out into the world and try to find and engage the people those ideas will resonate with, it’s easy to fall into the trap of skimming the surface of our story for the facts we believe will give us some tangible advantage. But if we want to give ourselves the best chance of spreading our ideas and creating an impact, we have to get better at telling our real story and living our purpose.

    We need to invest the time to reflect on why we began on this path and how our past informs our present and future. If we’re to do work that matters, we have to dig deeper in order to understand the connection between our personal stories and the work we do. Because now more than ever, our work, not just our job title, is part of our identity.

    — Story Driven: You don’t need to compete when you know who you are by Bernadette Jiwa

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  • The discipline of personal mastery starts with clarifying the things that really matter to us, of living our lives in the service of our highest aspirations. Here, I am most interested in the connections between personal learning and organizational learning, in the reciprocal commitments between individual and organization, and in the special spirit of an enterprise made up of learners.

    — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

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  • Personal mastery is the discipline of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. As such, it is an essential cornerstone of the learning organization—the learning organization’s spiritual foundation. An organization’s commitment to and capacity for learning can be no greater than that of its members. The roots of this discipline lie in both Eastern and Western spiritual traditions, and in secular traditions as well.

    — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

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  • Innovation is mysterious. Inspiration is largely unpredictable. But it’s obvious from all the success we see in the marketplace that we can rise to the occasion. Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised.

    — Poke the Box by Seth Godin

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  • On building learning organizations

    Personal mastery: Continually clarifying and refining our personal visions, and seeing reality objectively.

    Building shared vision: The capacity to translate individual visions into collective visions that galvanize a group of people based on what they’ll really like to create together.

    Mental models: Learning to unearth our own personal pictures of the world, to bring them to the surface so that we see how they impact our actions.

    Team learning: Spending time together to suspend assumptions and come up with new ideas.

    Systems thinking: What causes patterns of behavior? It is a framework for seeing the whole picture instead of individual things. The purpose is to make the full picture clearer, to see patterns between components or subsystems.

    Feedback: Any reciprocal flow of influence. Think of circles of influence in order to get things done, rather than linear processes.

    In building learning organizations there is no ultimate destination or end state, only a lifelong journey. “This work requires great reservoirs of patience… but I believe the results we achieve are more sustainable because the people involved have really grown. It also prepares people for the ongoing journey. As we learn, grow, and tackle more systemic challenges, things do not get easier.”

    — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

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