A Linchpin's Journey

I've recently read the part of Linchpin that talks about Discernment vs. Attachment. The book reminded me of how this entire journey began -- an angry response to opposition. The anger stuck for a while, but then dissipated as the plan eventually pushed through. While I was able to get things done, I guess at that time I wasn't really classified as a linchpin. Godin shows the following diagram: I was a fundamentalist zealot. I was attached to negative emotions toward a manager that did not agree with my plans. The section of the book explains how attachments can destroy relationships, resulting to make the world poorer and more isolated. I guess it's really just natural that people look for someone to blame. Like why is the cost of living so high, or why is the government so corrupt. To give some inspiration to avoid this attitude, Godin proposes that we treat situations like they are fire. We don't get mad at fire when we get burnt by it. Or we can treat outcomes that...

I've come up with two ways to create this search. I prefer the easy way, which is already seen in the images below. That's it. No need to read further. The hard way is just an experiment (and flex) on using nested case whens inside a listagg function. The search uses listagg so that for each transaction, there would only be one row with a compiled list of items, instead of having one transaction having multiple rows of items. The search also hides expense lines. Add the following code in a Formula (HTML) field in the Results tab. Set the Summary Type to Maximum. '<table width=500>' || listagg(distinct( case when {item} is not null then case when {applyingtransaction.type} = 'Item Receipt' then case when {applyingtransaction.quantity} < {quantity} then '<tr><td width=50%>' || {applyingtransaction.item} || '</td><td width=20%>' || to_number({quantity}-{applyingtransaction.quantity}) || '</td...

  Boomerang Employee Boomerang employees are those who leave an employer only to come back later. Workers may return to their old workplaces for a number of reasons. They might leave their jobs, feel shift shock in their new roles elsewhere, and decide to come back, or they may boomerang to get a raise. I don't think there's anything wrong with that, nor do I think that practice is frowned upon. Whether people are after a good environment or a raise, people are just trying to get what they deserve. Not much controversy here, so this is something that doesn't need avoiding/overcoming. Career Cushioning Career cushioning is a bit like an employment insurance policy, particularly in the face of a possible recession or layoffs. The idea is to have opportunities on the back burner if you should lose your current job, whether it's by keeping your LinkedIn updated, networking, or actively applying for new jobs. Again, nothing wrong with this practice in my opinion. This looks ...

The next few posts is going to be a 5-part series where I talk about work trends. These will be reactions to the Business Insider article,  Top 10 workplace trends on TikTok this year: quiet quitting, bare minimum Mondays, and more . It's very interesting that terms were coined for what people feel about the workplace. I actually believe these are all valid concerns. I'll try to list ways on how I would avoid each. Because situations and circumstances can greatly affect the outcome of one's decisions, it's always best to think logically and weigh the pros and cons before coming up with a decision regarding these feelings. Shift shock "Also called new hire's remorse, the term refers to the feeling of regret or unhappiness new employees might feel when a job is different than they were led to believe in the hiring process. It can often lead workers to job hop after a short amount of time or boomerang back to their old employers." I guess I experienced ...