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Do-Something-That-Matters-Journal-First-Week
A senior executive, we are told, should have extraordinary abilities as an analyst and as a decision-maker. He should be good at working with people and at understanding organization and power relations, be good at mathematics, and have artistic insights and creative imagination.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
This was illustrated brilliantly to me by Professor Bill Meehan, who spent thirty years with McKinsey advising CEOs and senior leaders on strategy and now teaches a class called “The Strategic Management of Nonprofits” at the Stanford School of Business.
Greg Mckeown • Essentialism: The Disciplined Pursuit of Less
divide the management-assessment process into three parts: compensation, character, and operations.
Pat Dorsey • The Five Rules for Successful Stock Investing: Morningstar's Guide to Building Wealth and Winning in the Market
As my mentor Robert Greene put it, “It starts by wanting to create a classic.” Phil Libin, the cofounder of Evernote, has a quote I like to share with clients: “People [who are] thinking about things other than making the best product never make the best product.”
Ryan Holiday • Perennial Seller: The Art of Making and Marketing Work that Lasts
In each case, a brilliant man put his company in jeopardy because measuring himself and his legacy outweighed everything else.
Carol S. Dweck • Mindset - Updated Edition: Changing The Way You think To Fulfil Your Potential
contributes to the unmanageability of professionals: their daily roles as “experts.”
David H. Maister • Managing The Professional Service Firm
- Ask the Big Question Now