I was lucky I experienced most of what the book was explaining at Apple and Nike. I disliked many of the “scaled up” things, and so as I read through the Scaling Up book I could not stop thinking, “it takes a lot more than this in real life.”

I then also realised that most of us have never worked in environments where culture and process were established. To folks like me we took these for granted, and we forgot it took a lot of effort from a lot of folks to build those. This book was for those who needed to build them.

With that, I realise I have a lot more to offer than I thought.

「滿足感」基本上是大部份字典對fulfilment和satisfaction的翻譯。當然應用起來，會有分別。

I feel fulfilled跟I feel satisfied，感覺上總是有層次上的分別。

I feel satisfied會與背著Goyard tote去享受Five Guys Burger有著直接的關係。I feel fulfilled呢。。。有feel，亦略要一點兒自我麻（陶）醉。

我相信成功賣了一台手機給一個人，好satisfied。

我相信成功令到一個人願意投資幾千塊錢擁抱智能電話能到給他的承諾從而改變了他的生命，好fulfilled。

從生理上來看，滿足感，暫時根據科學家們的理解，看起來是一個來如風，然後去如風的生理狀況。激發滿足感的東西（荷爾蒙），暫時的理解，就等同大部份身體功能的運作，有需要，就有血/荷爾蒙/電/營養/「野」到 ，用完，就回到平衡，cruise control。

然後，轉下轉下滿足感的牛角尖經常會不期然地轉到快樂（happiness）的牛角尖。不過今日不談happiness，世界上有大把書本討論此話題，包括happiness之藝術、假設、優勢、百分之十和放送等等，投其所好。

回到fulfilment，我覺得Quest舊founder Tom Bilyeu的描述，最即食：

有滿足感的事情，是當你在經歷它的時候，它MD的“sucks”。

它Sucks，皆因它好L難。

它sucks皆因當其他人都在「玩」的時候，你在挨。

但你知道，你在挨所以sucks是因為你在練好L難的功。而你在練的這本功夫，不是為了你，而是為。。。（他）人（民）服務。

• 食菠蘿包，不難，也是為自己，爽。
• 不停地屈、昆麵粉連續7日食自己，又煩又難，就係為咗整一舊又硬和又所謂有咬口、老婆喜歡的sourdough loaf，所以滿足。

hmm。

換屎片又煩，又是一門傲視同群的武功（老公，你睇吓人地老公啊，換片幾掂！你呢，獲獲都話捉埋先！），又絕對唔可能有人會老實話佢真心愛換片，所以換片，應該是fulfilling的。#selftalk

Right?

【管理HIIT】

I want to get ahead of how new hires might feel, from day 1 and beyond.

How would the new hire feel?

Anxious, nervous, excited, cautious, “Is this the right place for me”, “I made this significant move, and I want it to be the right one”, “Everyone is judging me and see if I deserve the promotion”, ” I have got this”, “They tell me to take my time but no way they are evaluating me I better perform asap.”

Or, how do we want them to feel?

Appreciated? Welcomed? Oriented? That they belong? Fun? Challenged? On their toes but hopeful? “Okay, this is where I get to play, woohoo”? “Wow, this feels different yet familiar”? “Man I want to find out more, and I feel it is okay to explore”? “I like these guys, and I want to be part of this team yesterday”? “I better keep up”?

And to go deeper, what does feeling appreciated really mean? Perhaps what they value, what they think they are great at, are being noticed and acknowledged?

How about “oriented”, what does that really mean? Maybe they know what to do, what good looks like, how the teams work, what does the boss expect? Or what they value is similar to what they are asked to do?

Do we want them to feel off balanced/out of their comfort zone yet not scared but vulnerable enough to want to learn and grow?

What about humility? How do we get people to feel humbled but not frightened? How do we make someone feel they can be authentic and themselves sooner/quicker/more thoroughly?

There were a few things that stood out when I looked back at my career. There were a few things that potentially were some of the reasons why I was able to be part of a team sooner, and get to perform sooner, better, more consistently, and sustainably.

1, the line manager appeared invested. Nope, not HR, the line manager. To be more specific, I felt the manager was invested when he/she appeared to be very focused, thoughtful and adaptive around my onboarding journey. I typically would feel this when I got to understand:

You were hired because … and my team is currently … hence I want you to be able to … and I am going to help you with …

2, there were behaviors around being curious in me: Listening, and probing. Or to be more specific, patience and skills in probing as a team around thoughts and people.

3, there were behaviors of being courageously agile in how they work with me: prioritizing (ruthlessly), diagnosing/probing (again), adjusting.

4, perhaps what’s most interesting, were the behaviors around self-awareness and personal disclosure. These include line managers sharing their stories, values, and specifically, failures and weaknesses; the team, top to bottom, genuinely asking for gut-wrenching feedback, being almost fearless in understanding how they are perceived; and of course, the expectation and support for me to open up and to feel safe enough to learn more about myself. This one is perhaps the hardest because it is such a fine line between being authentic and … “Gosh, that’s weird”.

I hope by thinking through the emotions of a new hire, I would be able to crystalize how the culture of our teams/company would be able to be communicated and felt early on. I also hope by displaying and articulating some of these behaviors, the teams could onboard their new hires in a similar fashion.