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beyond ~40–50 hours per week, the marginal returns from additional work decrease rapidly and quickly become negative. We have also demonstrated that though you can get more output for a few weeks during “crunch time” you still ultimately pay for it later when people inevitably need to recover.

My intellectual conclusion is that these companies are both destroying the personal lives of their employees and getting nothing in return.

This kind of attitude not only hurts young workers who are willing to “step up” to the expectation, but facilitates ageism and sexism by indirectly discriminating against people who cannot maintain that kind of schedule.

teachers are far more likely to use technology to make their own jobs easier and to supplement traditional instructional strategies than to put students in control of their own learning. Case study after case study describe a common pattern inside schools: A handful of "early adopters" embrace innovative uses of new technology, while their colleagues make incremental or no changes to what they already do.

numerous culprits

Washington-based International Society for Technology in Education

Use Your Towards Maturity Learning Landscape Audit to find out:Your staff's preferences for different types of learning resources or modes of deliveryTheir willingness to use their own technologies and to share their learning with othersHow actively they are using social media and apps in their day-to-day life and workWhat formal learning they are involved with - both inside and outside workTheir views on working online - what works, what doesn’t work, what they find most helpful and what gets in the wayA comparison of the key findings for different groups of staff – managers, job roles, age, experience, location and othersWhen is it useful to conduct a Learning Landscape Audit?When designing new learning and performance solutionsWhen you are setting strategy and agreeing long term business plansWhen allocating resourcesWhen making the business case for changeWhen you need to set a benchmark prior to introducing change

When I ask people close to Zuckerberg how, exactly, he has pulled off these achievements, I don’t hear a lot of anecdotes about him swooping in and personally making genius-level decisions that suddenly changed everything. Instead, they praise his inquisitiveness, persistence, ability to deploy resources, and devotion to improving Facebook and himself. He has a knack for carving up grand plans into small, doable victories. "Most of our conversation was about long-term strategy, and then we’d backtrack from there to what we should do over the next month," says Bret Taylor, who worked as Facebook’s CTO from 2009 to 2012 and who was at the company

or all of us who work with him, it’s like, Man, he is so good at improving."

Aim ridiculously high, and focus on where you want to go over the long term.