Sublime

a. Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels. Give me someone who can be responsible for an entire area—someone who can design, hire, and sort to achieve the goal—and I can be comfortable things will go well. These are the most important people to choose and manage well.

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when the United States entered World War II, US Army chief of staff General George C. Marshall dismissed three-quarters of division and corps commanders and five hundred colonels during the course of the four-year conflict.8 However, by the time President Johnson was the commander in chief, the careful promotion system of Secretary of Defense Rober

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Eisenhower enjoyed an exemplary reputation as a staff officer. For eighteen years he had amassed an uninterrupted string of “superior” ratings in jobs of increasing complexity. First with Fox Conner in Panama, then with Pershing, then George Moseley, and finally with MacArthur, he had demonstrated an exceptional capacity to produce under pressure.

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Newer teams or leaders should, of course, be placed under tighter operational constraints. This will likely be to their relief, as they are forced to “check in” for permission from solid-line superiors far more often than their more experienced peers. As leaders demonstrate greater competence in the decision space they own, and push for more autono

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