Sublime

What sometimes gets in the way of putting ourselves in the shoes of others is too much focus on the end goal and our own objectives and not enough concern for recruiting others to our side—or at least curtailing the likelihood of their opposition.

there are many ways to redesign governance that would reduce the dependence of employee well-being on the vagaries of people’s doing a better job of selecting and training all-powerful leaders. Such solutions mostly entail building work systems that are less leader-dependent, and instead devolve more power to a wider set of organizational constitue

Second, you need to see yourself and your strengths and weaknesses as objectively as possible.

You need to be noticed, influence the dimensions used to measure your accomplishments, and mostly make sure you are effective at managing those in power—which requires the ability to enhance the ego of those above you.

Use contrastive pairs, comparing one thing to another and using passages that are similar in length and grammatical structure. The contrast is strategically chosen to make a point.

Use us-versus-them references.

Which brings us to our main idea – how both the pyramid and its lifecycle are animated. The dynamics are governed by the Newton’s Law of organizations: The Gervais Principle. The Gervais Principle and Its Consequences The Gervais Principle is this: Sociopaths, in their own best interests, knowingly promote over-performing Losers into middle-managem

The leadership industry is so obsessively focused on the normative—what leaders should do and how things ought to be—that it has largely ignored asking the fundamental question of what actually is true and going on and why. Unless and until leaders are measured for what they really do and for actual workplace conditions, and until these leaders are

I also took your advice of strategically placing myself in places where my . . . degrees and AI knowledge are considered very rare instead of common.