Sublime

the disciplined pursuit of less

From our interviews six key responsibilities emerged: setting the direction, aligning the organization, mobilizing through leaders, engaging the board, connecting with stakeholders, and managing personal effectiveness.

RB: Surrounding yourself with great people. Learning to delegate early on—not trying to do everything yourself. Making sure you’ve got the kind of people who are praising the team around them, not criticizing them. And having people who are willing to really innovate, be bold, and create something that everybody who works for the company can be

When a mentoring leader is dedicated to the equipping process, the whole level of performance within the organization rises dramatically.

Can we become better than our competition at accumulating, disseminating, and building on our firmwide expertise and experience, so that each professional becomes more valuable in the marketplace by being empowered with a greater breadth and depth of experience?

When operating at its best, the Cleveland Clinic turned this “get the right people” obsession into a reinforcing loop of momentum: Start with the right people operating in a collaborative culture that drives patient outcomes, which then feeds into attracting patients from around the world, which then generates reputation and resources to invest in

The key in any organization is for people to be transparent about what their Zone of Genius is, and then map all activities to the right people through an areas of responsibility list (see chapter 21).