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Internal Scorecard #6


This is the sixth internal scorecard I've published. This one is a double edition -- with New York being extremely busy and productive the last week, I made a conscious choice to skip that week's review and wind it into a two-week's-review now.

I do these internal scorecards for a mix of my own sake of review and documenting progress, and also to show observations on productivity, effectiveness, what works and doesn't, etc.

Liking and approval as a distraction?

From The Effective Executive, bold added --

"Lincoln, it has often been remarked, only became an effective chief executive after he had changed from close personal relations—for example, with Stanton, his Secretary of War —to aloofness and distance. Franklin D. Roosevelt had no "friend" in the Cabinet—not even Henry Morgenthau, his Secretary of the Treasury, and a close friend on all nongovernmental matters. General Marshall and Alfred P. Sloan were similarly remote. These were all warm men, in need of close human relationships, endowed with the gift of making and keeping friends. They knew however that their friend ships had to be "off the job." They knew that whether they liked a man or approved of him was irrelevant, if not a distraction."

Not always relevant. But an interesting point to consider.

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