Part 1

I really did like this chapter of the book about significance. It seemed to make a lot of sense. It was weird reading it in more of a retrospective view of my time at Bridgewater. Overall though it seemed like most of the groups I have been a part of have done many things right from what the book was trying to say. The part about being a "loving critic" really stuck with me though. It's true not everyone is perfect but people tend to view their leaders more harshly than anyone else. I started thinking about the past 3 years with this comment and it was true a lot of people don't know how to be "loving critics", people normally receive nothing but praise. This is bad for an ego but also bad because very rarely does everything go exactly to plan, there is always some room for improvement. However on the flip side of that I know how miserable it is to get nothing but grief for just trying something new with a group to see if it will work better. I think this is one of the things that most people need to work on doing, myself included. I think most organizations would run a lot smoother if people were able to be critical about everything that is going on while still giving encouragement to the current leadership because there was a reason why those people were voted into their positions, and while they may not be doing everything the way that was envisioned they are normally doing the best that they can.