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Therefore, for CEOs to survive in their jobs, they need to be able to discern who is undermining them and be tough enough to remove those people before they themselves lose the power struggle. What’s true for CEOs is also true for other senior-level executives with ambitious subordinates.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
The many involuntary departures at partnerships occur with particular frequency when times are tough. Research shows what common sense suggests is true: political struggles are more likely to occur and to be more fierce and power is used more often when resources are scarcer and therefore there is more struggle over their allocation.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
When you are in power, you should probably trust no single person in your organization too much, unless you are certain of their loyalty and that they are not after your job.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
« The chief enemy of good decisions is a lack of sufficient perspectives on a problem. » Alain de Botton9
Rhiannon Beaubien • The Great Mental Models Volume 1: General Thinking Concepts
The best journalists, as Friedman shared later with me, listen for what others do not hear.
Greg Mckeown • Essentialism: The Disciplined Pursuit of Less
At the end of the quarter, a lone HR person ran around like a Jack Russell, nipping at managers’ heels to get updated numbers before the board meeting.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
“They have hired astronomers; they have hired mathematicians; they have hired physicists; they have even hired theologists. They never even interviewed an economist.”
W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium
Peter Drucker was the category king of management thinking.