Sublime
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ask: “How will we get others to behave differently (more competitively) than in the past? Are we sure that our people have the incentive to execute the designated activities? Are some important things not getting done because people perceive it is not in their interest to spend time on them?”
David H. Maister • Managing The Professional Service Firm
Being good with a hammer, the non-Essentialist thinks everything is a nail.
Greg Mckeown • Essentialism: The Disciplined Pursuit of Less
healthy proportion of bottom-up OKRs—roughly
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
They promote internal networking.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
As leaders, we should think of ourselves as teachers and try to create companies in which teaching is seen as a valued way to contribute to the success of the whole.
Amy Wallace • Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration
“Is this the smallest thing we can do to test our riskiest assumption?”
Rik Higham • The MVP is dead. Long live the RAT. | HackerNoon
“If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.”