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Title: How and When to Disrupt Your Career, and Yourself
Authors: Harvard Business Review
Category:articles
Tags:people,management,career
Number of Highlights: 5
Source URL: https://youtu.be/1wrQ6Msp7wM
Date: 2026-04-26
Last Highlighted: 2026-04-26
Highlights
top ofmy gameand I was like itâs time like itâs timefor me to do something new and I went tomy boss I said hey I want to dosomething new it feels like itâs timeand he said really no really we like youright where you are within a year I left had it been possible for me to jump todo something new to disrupt myselfinside the organization I wouldnât haveleft
Note: When employeeâs arenât allowed opportunities to grow, they companies tend to lose these folks. These is likely even more of an issue, the higher the employee is.
he s-curve the s-curve is a learning curve everyoneâs on a learning curveincluding you it looks like this thereare three parts number one thereâs thelow end or the launch point of the curveand itâs characterized by inexperienceyouâve just started a new role juststarted a new job growth is going to beand that means that some days youâregonna feel kind of discouraged thenthereâs a sweet spot or steep part ofthe curve which is characterized byexhilaration and learning and confidencethings will be hard but not too hardeasy but not too easy all of yourneurons are firing this is that sweetspot on that s-curve and then thereâs
the height of the curve with the highend of the curve is where you become amaster youâve mastered your domain whichis characterized by boredom
Note: The âS-Curveâ is the most interesting part of this video. It feels like when I went from managing servers to clients. It was similar but it had a new set of challanges.
get complacent and that is a huge hugedanger zone let me tell you for anybodywho knows anything about mountainclimbing youâll know that when you get
to an altitude above 26,000 feet itâsitâs the the Death Zone because youâreso high up your brain and bodies startto die
Note: Phenomenal analogy about becoming complacent at the top of your game.
in my naiveteexpecting my boss to just figure it outfor me Iâve learned some good lessons bevery proactive you want to go in and sayyou know itâs time for me to dosomething new Iâve noticed that there isan opportunity over here meaning aproblem that the organization needs tosolve over here and I think I can help solve it
Note: Knowing you need a change doesnât mean asking your boss for a solution. It means finding a problem space that the organization has that you could solve. And also backfill so that you donât leave your team with a gap.
thechallenge for you as a manager is ifthis person is good at what they do isto make sure that they jump to new s-curvessometimes theyâre gonna approach you andwant to jump to an s-curve and if youwant to retain them then youâve got tolet that happen sometimes they wonâtapproach you but theyâve been a highperformer in the past in which case youneed to push them because if theyâre thetop of the curve and theyâre boredtheyâre either gonna leave or theyâregonna disengage theyâre gonna becomplacent and stay which is bad itâsbad for them itâs bad for you itâs badfor the company
Note: As a manager, keep an eye for folks who are at the top of that S-Curve. Look for opportunities for them.
Tags:management