Sublime

How high you reach depends on your talents, your interests, your character, and the support you inspire from colleagues; it is no longer artificially constrained by the organization chart.

It starts with the fact that interviews aren’t handled by human resources personnel trained in interview techniques, but by future teammates who simply want to decide if they would want to work with the candidate on a daily basis.

Making decentralization and empowerment work on a large scale is no easy feat. Top and middle managers are effectively asked to share power and give up some control. To make it work, companies have found that they needed to very clearly spell out the kind of Green leadership that they expect from people in senior and middle management.

American corporations had become obsessed with talent.

One misconception CEOs sometimes have is thinking they get to choose the values. By the time you have thirty or so employees, your company has a set of values whether you like it or not. It’s now your job to codify what’s already there. While it is possible to change a value, it will take a lot of work.

In an interdependent movement, with decentralized innovation and leadership—how do we respond to the gift and curse of the charismatic leader?

Archibald had a clear goal in mind when he graduated from college—he wanted to become CEO of a successful company. But instead of setting out on what most people thought would be the “right,” prestigious stepping-stone jobs to get there, he asked himself: “What are all the experiences and problems that I have to learn about and master so that what