Sublime

Complete separation of duties: execs in charge of strategy, managers in charge of setting objectives, engineers free to execute their work as they see best.

Whether they realize it or not, this approach is driven by a leader’s fear: fear that employees might not be able to handle difficult news; fear that the leader’s legitimacy might be questioned if he doesn’t call the shots; and fear that he might look like a fool if he discusses a problem before he has fully figured out a solution. Zobrist’s abilit

Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is.

Good management starts by defining what outputs someone needs to produce.

To be effectively empowered to make decisions, it is imperative that frontline leaders execute with confidence. Tactical leaders must be confident that they clearly understand the strategic mission and Commander’s Intent. They must have implicit trust that their senior leaders will back their decisions. Without this trust, junior leaders cannot con

Allocating the best people to the right positions is a crucial, tough job that many executives slight, in part because the best people are already too busy.

OKR shepherd to

This is the list of things that you have asked others to do and are waiting for them to complete. List the person to whom you have delegated a task, the requested action, and the date on which you made the request.

You need to: Define your markets. Map your markets.1 Understand who the decision makers in your markets are and what they purchase. Understand why decision makers purchase (and how to meet their needs). Form market segments that work for you by combining like-minded decision makers.