Sublime

if your group is brand new (or evolving rapidly), you likely haven’t yet 100 percent nailed down what repeatable and scalable success looks like. In that case, you need a director. You need someone who has created processes from scratch, knows when things are going awry, and (more importantly) has the skills to fix things.

Michael Porter, a Harvard Business School professor who is considered the founder of modern corporate strategy, had seized Hinton’s attention with a 2011 essay whose rather modest critique of the prevailing approach to business created a stir in a world not used to such friendly

underdelegation causes senior people to neglect high-value tasks that are of critical importance to the future success of the firm.

One of the challenges of being a leader is mastering this shift from having others define your goals to being the architect of the organization’s purposes and objectives.

the “way things are done.” These routines not only limit action to the familiar, they also filter and shape managers’ perceptions of issues.

The very best executives tend to be a combination of a router (i.e., they send items on to other people for execution and end meetings with few to no action items for themselves), a strategist, and a problem solver (i.e., someone who can identify when the team is off track and dive in to help).

at around 25-30 employees a business (or military unit) will need a different management structure where the managers need managers and yet another at around 90 to 100 employees where you will have functional area heads managing managers who, in turn, manage other managers or teams of people.

In sintesi, potremmo paragonare la posizione del manager al collo della clessidra, che si trova tra una rete di contatti esterni, da una parte, e l’unità interna da gestire, dall’altra. Il manager riceve dall’interno