Sublime

People assume other people are making sound judgments, even if those judgments contradict their own. This is bad. When you’re making a judgment about when you’ll likely deliver a multibillion-dollar project—or whether you’ll get everything done on time for your wedding day—it’s critical to apply your own judgment, and use other estimates to improve

The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments.

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

Como CEO, tenho que me concentrar naquilo que vai acontecer no futuro com a nossa receita, o nosso crescimento e a nossa produtividade.

Pulverizar as pessoas em feudos informacionais só diminui a velocidade de todo mundo.

Leadership.

Don’t focus on delivering a whole list of things—everything and the kitchen sink—focus on delivering what’s valuable, what people actually want or need.

The starting point for our journey is a discussion of priorities.

Begin by Asking the Thinking-Strategically Questions • What skills, attitudes, and behaviors of people are required to deliver great performance? • What positions give me the maximum leverage to infuse these skills, attitudes, and behaviors throughout the organization?