Sublime

private closed-door meetings with each partner and asking “What, precisely, is it that is going to make you special (or even more special) in the marketplace over the next few years? Would you like to develop a specialized expertise in a particular technical area, in certain types of transaction, in the problems of certain types of clients?

As a leader’s seniority increases, that leader should make fewer decisions.

management formulas like Ken Blanchard’s Situational Leadership

The executive in organization is in an entirely different position. In his situation there are four major realities over which he has essentially no control.

Second, find someone within the organization to mentor you and to take you through the complex political terrain in which these various stakeholders sit.

Entrepreneur and academic, Steve Blank, usefully cites the five deadliest assumptions that teams repeatedly make as: ‘assuming you know what the customer wants; the I know what features to build flaw; focusing on the launch date with no flexibility for direction change; emphasizing execution instead of testing, learning and iteration and writing a

Try the classic “team of rivals” If I could give every team the perfect set of advisors, I’d include: A product visionary who imagines the dream solution for customers (customer lens) A pragmatic engineer who wants to build the product ASAP (pragmatic lens) A marketing wiz on a mission to make the business grow, grow, grow (growth lens) A finance