Sublime
An inspiration engine for ideas
management formulas like Ken Blanchard’s Situational Leadership
Donald Miller • Building a StoryBrand: Clarify Your Message So Customers Will Listen
I call managers who are happier setting the direction of the company Ones and those who more enjoy making the company perform at the highest level Twos.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
strong leader assures that the truth is communicated to every individual about his or her performance and how it can be improved.
Joel Manby • Love Works: Seven Timeless Principles for Effective Leaders
Jack Welch once said of his role at General Electric, “Look, I only have three things to do. I have to choose the right people, allocate the right number of dollars, and transmit ideas from one division to another with the speed of light.”
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
Focus on Growth and Customers as Assets. Remove Survey Score Addiction. Identify Your Power Core. Know What Helps or Hinders the Work. Unite Leadership and Connect Talk to Action. Eliminate the “Baloney” Factor. Tell the Story of Customers' Lives. Care Why Customers Stay or Go. Improve the Business Engine. Earn the Right to Do This Work.
Jeanne Bliss • Chief Customer Officer 2.0: How to Build Your Customer-Driven Growth Engine
People leave managers, not companies. Marcus Buckingham and Curt Coffman
Trish Bertuzzi • The Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales
Different team members have different knowledge, skills, and abilities—not to mention different tasks. Team members need to know how their experience and their assignments fit into the larger whole. They need to know who knows what, but also how to approach each person with requests for help—or offers of help. Teams work best when they understand h
... See moreDavid Burkus • Best Team Ever: The Surprising Science of High-Performing Teams
