Rookie Smarts discusses adopting a "rookie" mindset of openness to learning. It notes that the pace of knowledge change means what we knew is quickly outdated, and clinging to mastery fails today. Rookie smarts means valuing influence over power and mobilizing all skills and competencies, as rookies naturally question, observe, network and experiment. Leaders must infuse an ability to learn in their organizations and give rookies a voice to tap into diverse perspectives that experience can blind us to.

1. Rookie Smarts
Liz Wiseman

2. When we are stretched to reach
beyond our current capabilities,
we can open ourselves to learning
from everyone and tap into a
different mindset-this is what I call
rookie smarts.

3. The total information in the world
doubles every 18 months now.

4. Truth is eternal, knowledge is
fleeting, as the pace of discovery
quickens, what we learned
yesterday is no longer relevant
today.

5. Knowledge becomes obsolete at
the rate of 15 % per year. In tech
industry that’s as high as 30 %.

6. Those who cling to the mastery
model are doomed to fail in
today’s world. Many will feel
overwhelmed and exhausted as
work expands to fill available
space.

7. The greatest enemy of knowledge
is not ignorance, but it is the
illusion of knowledge.

8. Rookie smarts is also for leaders
who must ensure their workforce
remains vital and competitive.

9. The most important quality
leaders can infuse into their
organizations is the ability to
learn.

10. In an environment of learning, the
most valuable currency is
influence and not power.

11. Rookies inside your company
maybe the most valuable players.
We gravitate towards experts
because they represent safety,
comfort and certainty.

12. Several researchers have shown a
link between experience and
greater powers of intuition.

13. A 2007 study in Europe showed
that the ability to mobilize the
skills and competencies of people
has a bigger impact on
performance versus experience.

14. A company culture is created by
the everyday choices that people
make.

15. The best innovators display the
following:
Questioning,Observing,Networkin
g and experimenting. Rookies are
natural at this.

16. Bill gates said “ success is a lousy
teacher, it seduces smart people
into thinking that they cannot
lose”

17. Experience creates blind spots,
with experience people stop
seeing new perspectives.

18. As we build success, we come face
to face with a dilemma – to stand
secure in the certain zone or to
venture outside into an uncertain,
hostile world.

19. How many more victories would
be ours if we didn’t overprescribe
the plays? Should leaders simply
describe the goal and turn their
people loose?

20. Act boldly and recover quickly

21. Here are three ways to increase
your mental capacity to see : 1.
Ask naïve questions, 2. Get a fresh
start, 3.Release your resources.

22. If we become humble about how
little we now, we may be eager to
learn.

23. People are pattern seekers, we
form beliefs about the world
based on our experience.

24. In complex environments, winning
organizations tap into the greatest
number of brains.

25. Curiosity grows from a deep
seated belief that what you don’t
know is more interesting than
what you know.

26. Clinical psychologist Henry Cloud
said “ Certainty is one of the
weakest positions in life , curiosity
the most powerful. Certainty
prohibits learning curiosity fuels
change.

27. Humility allows for the
development of coachability and
teachability.

28. Effective leadership is like holding
the strings of a kite, the leaders
steadies the string, providing just
enough tension to guide the talent
as it soars.

29. Leaders give people space to fail.

30. Leaders must let people strike a
balance between letting people
learn and protecting them from
their mistakes when they fail in
the learning process.

31. The following are three strategies
for leading a learning revival in
your organization: 1. rethink
talent management, 2. Give
rookies a voice, 3.Lead with
veteran executives.

32. As education levels go up,
curiosity levels go down!!

33. Too many people are stuck trying
to climb the corporate ladder,
when they would be much
happier climbing up new learning
curves.