Sublime
An inspiration engine for ideas
‘Grove famously said that about a third of the people he hires are great: they transform the function they’re in charge of, they inspire brilliant people and make his business fundamentally better,’ summarised Marsh. Another third are OK. They don’t really do much harm, or much good. And about a third are a disaster, and if he didn’t get rid of the
... See moreJames Silver • Upscale: What it takes to scale a startup. By the people who've done it.
So in 2015 I became the “one-day-a-week shadow CEO” at a company called NeoReach. During that one day each week, I held all the company’s internal meetings (one-on-ones with each executive, and the executive team meeting). I ran those meetings and was able to show the founding CEO my method. After only a few months, the knowledge transfer was compl
... See moreAlex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
Companies have found that beyond the initial training, there is a need for dedicated times to discuss the values and the ground rules to keep them alive.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Peter Drucker says one of the critical problems in the workplace today is that there is a lack of understanding between the employer and employee as to what the employee is to do.
John C. Maxwell • The Complete 101 Collection: What Every Leader Needs to Know
“Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.”
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
The fewer people, the smaller, the less activity inside, the more nearly perfect is the organization in terms of its only reason for existence: the service to the environment.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Too often the concern of corporation executives about their titles—even size and furnishings of their offices—deflects thought and energy from jobs they are supposed to do. That concern may whet ambition—but with a wrong emphasis. In the absence of a flock of titles, such things didn’t worry us at Ford.
Charles E. Sorensen • My Forty Years With Ford (Great Lakes Books Series)
How did many of the greatest CEOs in history become CEO in the first place, especially those who shunned self-promotion? Just as Mulcahy did— with every responsibility they got, each step along their career path, they sought to lead their minibus to exceptional results. As their results grew, they kept getting asked to shoulder the burden of even l
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