Sublime

variety of potential actions you may take: some high-leverage and some low-leverage. Each of these actions will produce some desired results and (almost certainly) some unintended consequences somewhere else in the system.

She found that the most effective leaders and organizations had range; they were, in effect, paradoxical. They could be demanding and nurturing, orderly and entrepreneurial, even hierarchical and individualistic all at once. A level of ambiguity, it seemed, was not harmful. In decision making, it can broaden an organization’s toolbox in a way that

The more diverse the inputs, the more complex and impactful the outputs. It’s a creative numbers game. The more unexpected ideas you hear, the greater the possibility they’ll lead to something unexpected.

Not only are reputations and first impressions formed quickly, but they are durable.

8. Small changes can produce big results—but the areas of highest leverage are often the least obvious.

Influence Through Language and Ideas

from the perspective of the organization, and specifically from the perspective of different groups.

The need to understand where the sources of power are in an organization and how to use this power in pursuit of a meaningful outcome is essential.

As they focus on achieving their own or the organization’s objectives, those with power pay less attention to those who are less powerful. But this lack of attention can cost leaders their jobs.