Sublime

there is something about the way decisions get made in successful organizations that sows the seeds of eventual failure.

The best manager is often neither the most outstanding professional, the best business getter, nor even the best “financial brain.”

It is hard to overestimate the power of these motivators—the feelings of accomplishment and of learning, of being a key player on a team that is achieving something meaningful.

MOONLIGHTING

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward.

The best manager is often neither the most outstanding professional, the best business getter, nor even the best “financial brain.”

Leadership.

The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements.