Rookie Smarts
Why Learning Beats Knowing in the New Game of Work
Editorial Review
We need to build a rising generation of leaders who aren’t afraid to tackle the world’s toughest challenges. We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations. Rookie smarts isn’t an age or experience level, it is a state of mind—one that’s available to those willing to unlearn and relearn. It’s also a choice. As the world of work speeds up, we can either slow down and get left behind, or we can quicken our step and keep up. Walk back to the bookstore where you bought your first trade book. Surf with the amateurs. Find your rookie mind. Wonder what’s possible. Then go off and do something wonderful. It’s in the process of learning new things and overcoming challenges that we engage our creative energies. It’s in the climbing that we feel on the top of the world.
Book Reviews
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Wisdom to Share
As the world of work speeds up, we can either slow down and get left behind, or we can quicken our step and keep up.
We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations.
Not only are rookies capable of doing amazing job themselves they’re frequently the critical spark that ignites a team of veterans.
When people are working above their current skill level, they’re essentially walking on a tightrope.
Try shredding your crib notes, stump speeches, and the other templates that have you stuck in a rut.
Veterans act like local guides who stay close to what they know, dolling out advice rather than seeking out learning.
Because veterans are often confident that they understand the environment, they don’t seek new information.
Rookies scan the area, seek out experts, and return with ideas and resources to address the challenge they face.
Because rookies typically have nothing to weigh them down and nothing to lose, they’re open to new possibilities and act wholeheartedly.
Previously acquired knowledge can also prevent us from seeing new developments and we stop seeking outside perspectives.
There is something truly valuable and different in how rookies think and work to make up for their knowledge and skill gaps.
We’re not suggesting that experience has no place in the workplace, but that the value of inexperience may be a largely untapped resource.
Only the leaders who understand how to unleash the potentials of their rookies and junior people can reap outsized results.
When confronted with an anxiety-producing event, most people will retreat to avoid the fear and anxiety.
People who feed themselves a steady diet of negative words are destined to have a negative attitude.
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