Sublime

The best leaders have the right questions, but turn to their employees, customers, advisors, and the crowd to mine the answers. Every business is more valuable to the degree that it does not depend on its top leader. For more on these topics, read Margaret Heffernan’s book Willful Blindness: Why We Ignore the Obvious at Our Peril and Liz Wiseman’s

“the success of an intervention depends on the interior condition of the intervener.”

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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).

“The best executives are made, not born. They absorb information, study their own experiences, learn from their mistakes, and evolve.”

Is this person so good that you would happily work for them? 2. Can this person get you where you need to be way faster than any reasonable person could? 3. When this person disagrees with you, do you think it will be as likely you are wrong as they are wrong?

Mentoring leaders get more out of their people because they think more of their people.

She and her top people, like Ursula Burns, learned the nitty-gritty of every part of the business.