Sublime
An inspiration engine for ideas
OPRAH WINFREY CEO, Oprah Winfrey Network (OWN); Actress and Producer
David M. Rubenstein • How to Lead: Wisdom from the World's Greatest CEOs, Founders, and Game Changers
In describing how he has been able to implement ideas even without a technical background and as an outsider to the company, at least initially, Yusuf emphasized two things: first, do excellent quality work, which entails hiring and effectively leading outstanding talent. And second, understand the organizational dynamics—how different people
... See moreJeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
Whose views are most influential within the broader social network? Who do I need to engage with outside the organization if I am to most effectively influence how people inside the organization think? What other perspectives can I bring into these interactions to help us all move toward our collective futures?
Paul Lawrence • The Wise Leader: A Practical Guide for Thinking Differently About Leadership
Chet Wood, CEO of Deloitte Tax,
Sheryl Sandberg • Lean In: Women, Work, and the Will to Lead
My impressions and perceptions are created by small actions that are meaningful for their symbolism, for what they reveal. How you behave during the interview (or proposal process) will be taken as a proxy for how you will deal with me after I retain you. Unlike the process of qualification, which is predominantly rational, logical, and based on
... See moreDavid H. Maister • Managing The Professional Service Firm
Barking Up the Wrong Tree by Eric Barker
When you take a job take a long look at the people you're going to be working with-because the odds are you're going to become like them; they are not going to become like you. You can't change them. If it doesn't fit who you are, it's not going to work.
Instead, as Herminia Ibarra suggested for the proactive pursuit of match quality, start planning experiments. Your personal version of Friday night or Saturday morning experiments, perhaps.
David Epstein • Range: Why Generalists Triumph in a Specialized World
