Sublime

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.

Good Work: When Excellence and Ethics Meet BY HOWARD GARDNER, MIHALY CSIKSZENTMIHALYI, AND WILLIAM DAMON

The most profound of these is the change in focus from internal return on investment (ROI) to external customer value, which is fundamentally a change in perspective and your gut-level basis of decision making.

Our deepest reserves of resilience come from knowing that other people are counting on us.

things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW

We assert that greatness is created through three mechanisms, which create the difference between success and failure: •slowification, to make solving problems easier to do, •simplification, to make the problems themselves easier to solve, •and amplification, to make it obvious that there are problems that demand attention and whether they’ve been

Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is.

The Practice of Adaptive Leadership by Ronald Heifetz, Alexander Grashow, and Marty Linsky