Sublime

all that forenoon Jack hurried up and down the line in his barge, dispensing officers, gunners, discreet advice and encouragement, and stores of affability. This affability was rarely forced, for most of the captains were right seamen, and given their fiery commodore’s strong lead they set to with a determination that made Jack love them.

shoulder. So, upon receipt of Joy’s directive, Doyle immediately summoned the Navy complement to his Mobile Training Team of Marines, a ten-man squad of UDT 3 swimmers. It’s worth noting that Doyle did not ask if such a mission was within their purview.

Using a market, bad leaders would be retasked more quickly rather than staying in place for three painful years, while talented officers could stay focused on a job for longer durations than the army now allows. The internal job market respects workers’ rights to make their own decisions at the optimal time, not some social planner’s cookie-cutter

Shishir Mehrotra comenta que Bill “andava com tecnólogos motivados, mas via o mundo de uma maneira completamente diferente... Via-o como uma rede de pessoas aprendendo a conhecer os pontos fortes e fracos de cada uma e a confiar umas nas outras como o principal mecanismo para atingir as metas”

And what do you do if you happen to be a manager in such a company? You challenge people. You encourage them. You tell them the truth. You try to help them understand reality. But you don’t manage them, at least not in the traditional sense. Instead you manage the system. You make sure you’re using the mechanisms you’ve developed, and you look for

In November 1942, well into the Guadalcanal campaign, even Admiral Nimitz had recognized that FTP 167 was a dinosaur and sent along a revision to Admiral King. Both Nimitz and King knew Turner; both knew he would never be constrained by good manners; both agreed to the revision—henceforth establishing the Marine Corps’ invasion commander as the equ

“intentional behaviors that depart from the norms of a referent group in honorable ways.”

The manager role is to reach inside each employee and release his unique talents into performance. This role is best played one employee at a time: one manager asking questions of, listening to, and working with one employee. Multiplied a thousandfold, this one-by-one-by-one role is the company’s power supply. In times of great change it is this ro