๐—ง๐—ต๐—ฒ ๐—ฃ๐—ฒ๐—ฟ๐—ถ๐—นs ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐—ก๐—ผ๐—ป-๐—ฅ๐—ฒ๐—ฎ๐—ฑ๐—ถ๐—ป๐—ด ๐—˜๐˜…๐—ฒ๐—ฐ๐˜‚๐˜๐—ถ๐˜ƒ๐—ฒ: ๐—ฆ๐˜๐—ฎ๐—ด๐—ป๐—ฎ๐˜๐—ถ๐—ผ๐—ป ๐—ถ๐—ป ๐—Ÿ๐—ฒ๐—ฎ๐—ฑ๐—ฒ๐—ฟ๐˜€๐—ต๐—ถ๐—ฝ

๐—ง๐—ต๐—ฒ ๐—ฃ๐—ฒ๐—ฟ๐—ถ๐—น ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐—ก๐—ผ๐—ป-๐—ฅ๐—ฒ๐—ฎ๐—ฑ๐—ถ๐—ป๐—ด ๐—˜๐˜…๐—ฒ๐—ฐ๐˜‚๐˜๐—ถ๐˜ƒ๐—ฒ: ๐—ฆ๐˜๐—ฎ๐—ด๐—ป๐—ฎ๐˜๐—ถ๐—ผ๐—ป ๐—ถ๐—ป ๐—Ÿ๐—ฒ๐—ฎ๐—ฑ๐—ฒ๐—ฟ๐˜€๐—ต๐—ถ๐—ฝ

In today’s fast-evolving business world, “knowledge is power” holds paramount importance. Yet, some boardroom leaders neglect regular reading. This non-commitment to knowledge not only limits their personal growth but jeopardizes entire businesses, especially in sectors like credit and collections.

๐—ง๐—ต๐—ฒ ๐—–๐—ผ๐˜€๐˜ ๐—ผ๐—ณ ๐—ก๐—ผ๐˜ ๐—ฅ๐—ฒ๐—ฎ๐—ฑ๐—ถ๐—ป๐—ด

๐˜”๐˜ช๐˜ด๐˜ด๐˜ฆ๐˜ฅ ๐˜›๐˜ณ๐˜ฆ๐˜ฏ๐˜ฅ๐˜ด: In industries like credit, understanding market dynamics and regulatory shifts is crucial. Reading provides depth that briefings can’t match.
๐˜•๐˜ข๐˜ณ๐˜ณ๐˜ฐ๐˜ธ๐˜ฆ๐˜ฅ ๐˜—๐˜ฆ๐˜ณ๐˜ด๐˜ฑ๐˜ฆ๐˜ค๐˜ต๐˜ช๐˜ท๐˜ฆ๐˜ด: Reading offers diverse viewpoints, fostering empathy and creativity.
๐˜”๐˜ฆ๐˜ฏ๐˜ต๐˜ข๐˜ญ ๐˜ˆ๐˜จ๐˜ช๐˜ญ๐˜ช๐˜ต๐˜บ: Reading sharpens cognitive abilities, enriches analytical thinking, and aids clear-headed decisions.
๐˜Š๐˜ฐ๐˜ฏ๐˜ต๐˜ช๐˜ฏ๐˜ถ๐˜ฐ๐˜ถ๐˜ด ๐˜“๐˜ฆ๐˜ข๐˜ณ๐˜ฏ๐˜ช๐˜ฏ๐˜จ: Top executives, from Bill Gates to Oprah Winfrey, use reading for perpetual growth.

๐—ง๐—ต๐—ฒ ๐—–๐˜‚๐—น๐˜๐˜‚๐—ฟ๐—ฒ ๐—ฎ๐˜ ๐—ฆ๐˜๐—ฎ๐—ธ๐—ฒ

A non-reading leader risks cultivating a culture of stagnation. If the helm doesnโ€™t value learning, the entire organization may follow suit, stunting innovation and growth.

๐—–๐—ผ๐—ป๐—ฐ๐—น๐˜‚๐˜€๐—ถ๐—ผ๐—ป

In our rapidly changing world, leaders have a duty beyond profit-makingโ€”it’s setting a growth precedent. Not committing to reading risks stagnation, a gamble no business can afford.

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Ask Your Developer

Ask Your Developer: How to Prosper in a ‘Build or Die’ Business Landscape” by Twilio CEO Jeff Lawson is an outstanding book for numerous reasons. Most notably, Lawson delves deep into the significance of integrating engineering needs into the business and emphasizes the importance of maintaining frequent and effective communication with engineers.

All too often, I’ve witnessed software planning and discussions taking place in secluded meetings or sessions involving sales teams, account managers, and senior IT managers, but excluding the very people who will be building the software. Regrettably, I’ve sometimes been that IT manager. At its core, software development is a collaborative process that demands consistent and clear communication. This ensures all stakeholders understand what they are building, what they will receive, and the value it will bring.

Another pivotal aspect of Lawson’s approach is framing any piece of work for an engineer as a problem that needs a solution, rather than a task to be completed. Managers frequently fall into the trap of dictating to engineers how to address an issue, rather than allowing engineers to leverage their extensive technical expertise to devise a solution. Managers should pinpoint the problems (or opportunities), while engineers should be entrusted to resolve those problems (or capitalize on the opportunities).

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