Sublime

book, Multipliers: How the Best Leaders Make Everyone Smarter.

OKR shepherd to

When we examined the Hedgehog Concepts of the good-to-great companies, we found they reflected deep understanding of three intersecting circles: 1) what you are deeply passionate about, 2) what you can be the best in the world at, and 3) what best drives your

Our research uncovered an underlying duality embodied by companies, organizations, and institutions that have become visionary and sustained their greatness. These companies demonstrate a particularly powerful Genius of the AND: preserve the core AND stimulate progress. Think of a yin-yang symbol used in Taoist philosophy. On one side, you have

Reflecting on more than a quarter century of rigorous research into what makes great companies tick, I’ve come to see “first who” as the one principle above all others that you must not get wrong. First in importance, above every other activity, is the imperative to get the right people on the bus.

This forms the backbone of the framework, laid out as four basic stages: Stage 1: Disciplined People Stage 2: Disciplined Thought Stage 3: Disciplined Action Stage 4: Building to Last Each of the four stages consists of two or three fundamental principles. The flywheel principle falls at a central point in the framework, right at the pivot point

what the great companies have in common is a culture of discipline.

Leaders like O’Brien go one step further: “In the type of organization we seek to build, the fullest development of people is on an equal plane with financial success.”

Bill’s guiding principle was that the team is paramount, and the most important thing he looked for and expected in people was a “team-first” attitude. Teams are not successful unless every member is loyal and will, when necessary, subjugate their personal agenda to that of the team. That the team wins has to be the most important