Sublime

High expectations of outcomes are how leaders create performance and growth. You may be a leader who leads through an infectious motivation to perform if • you have a knack for seeing the upside in most situations; • you are never satisfied with your achievements and look to raise the bar even higher; • you create scorecards and dashboards that

You must develop yourself to be successful.

During this early period I began hiring personnel with four characteristics I value most highly: talent, character, functional intelligence (beyond basic intelligence, the ability to think on your feet, quickly and spontaneously), and an eagerness to adopt my way of doing things, my philosophy.

RUSSELL RULES Rule One: Take responsibility for everything you do. One great quality that leaders have is the ability to take responsibility—we all know that responsibility ultimately gravitates to the person who can shoulder it. We must all be strong enough. The more you stand behind what you do or what you decide, the more you will be able to

When you can make it clear to people that their work is making a difference, you strengthen their intrinsic motivation.

I was blown away because his question was so different from any that we had heard before. “How can I help each of you best accomplish your goals with Pencils of Promise?” he asked with sincerity.

If you are a leader, then trust me, you are having either a positive or a negative impact on the people you lead. How can you tell? There is one critical question: Are you making things better for the people who follow you? That’s it.

Great Groups need to know that the person at the top will fight like a tiger for them. It was one of the things that the PARC group admired most about Bob Taylor. Interestingly, Tom West fought hard for his Eagle group at Data General but chose not to tell them, reasoning that it would only distract them from the project. As a result, some of his