Sublime

HESITANCE AND DEVIANCE

The best teams—like the three snipers on the deck of the Bainbridge—know their coach (or commander or boss) trusts them to trust each other. Those horizontal anti-MECE bonds of trust and overlapping definitions of purpose enable them to “do the right thing.”

marching orders,

amended. In an organization where people are valued for their judgment, the question asked is not “What would the people above me in the hierarchy do?” but “What do I think is the best thing to do here in the service of the mission of the organization?”

FAVI’s team leaders act as coaches for their colleagues, as a clearinghouse for information, and as a point person when coordination is needed with other teams. This choice nevertheless carries a risk. Our cultural baggage of hierarchy is so strong that over time, team leaders could start behaving like bosses and become the primary decision makers

Business thought leaders have been advocating for managing by outcomes for decades. Peter Drucker, a renowned managerial thought leader, wrote about its benefits countless times12. Andy Grove, the former CEO of Intel, utilized the practice at Intel and wrote about it in his best-selling book High Output Management. More recently, Google, Google Ven

The traditional German armies, with “their linear tactics, iron discipline, blind obedience and intolerance of independent action,”9 were initially unequipped to deal with Napoleon’s approach. Recognizing the need for a new strategy, the Germans developed Auftragstaktik or what we now call commander’s intent, which is the idea of sharing the inform

This brings us to the question of succession. Since most organizations are run by Ones and have a team of Twos (sometimes Functional Ones) reporting to them, replacing the CEO can be extremely tricky. Do you promote someone from the executive staff even though they are likely a Two? Microsoft did this in 2000 when they replaced Bill Gates, a protot