Sublime
An inspiration engine for ideas
What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. And when we feel the Circle of Safety around us, we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life.
Simon Sinek • Leaders Eat Last: Why Some Teams Pull Together and Others Don't
Understanding the shared values that attract and keep members in a community is important for leaders. For continued success, leaders must both clearly share and personally represent the values so others can recognize what they want to join.
Charles Vogl • The Art of Community: Seven Principles for Belonging
If you are familiar with management theory, you will have recognized the similarity between the statements from AES and FAVI and the Theory X and Theory Y that Douglas McGregor developed in the 1960s when he was a professor at MIT. He stated that managers hold one of two sets of beliefs concerning employees: some think employees are inherently lazy
... See moreFrederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Now I know that I must empower people for the new level of performance—not order it. The best way to empower people is to ask: What am I doing or not doing, as a leader, that prevents them from assuming responsibility and performing at the new level?
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
14 Points for Management as presented on the Deming Institute website:7 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn
... See moreJohn 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
Leadership: The Single Most Important Factor PART I: WINNING THE WAR WITHIN Chapter 1: Extreme Ownership Chapter 2: No Bad Teams, Only Bad Leaders Chapter 3: Believe Chapter 4: Check the Ego PART II: LAWS OF COMBAT Chapter 5: Cover and Move Chapter 6: Simple Chapter 7: Prioritize and Execute Chapter 8: Decentralized Command PART III: SUSTAINING
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