Sublime

Sheryl Sandberg diz que quando conheceu Bill, durante sua primeira semana no Google no final de 2001, ele lhe perguntou: “O que você faz aqui?”. Na época, Sheryl havia sido contratada como “administradora geral da unidade de negócios”, um cargo que não existia antes de sua chegada. Na verdade, não havia nenhuma unidade de negócios, de modo que ela

she was capable and smart and unable to say no, and as a result she soon became a “go to” person.

3. Incompetent CEOs

As teams and companies grow larger, the stakes in outcome decrease while the perks of rank increase. When the two cross, the system snaps. Incentives begin encouraging behavior no one wants.

The tale of Enron is a story of human weakness, of hubris and greed and rampant self-delusion; of ambition run amok; of a grand experiment in the deregulated world; of a business model that didn’t work; and of smart people who believed their next gamble would cover their last disaster—and who couldn’t admit they were wrong.

Because I wasn't a great manager—and I knew I wasn't—I said, "I'm organizing this company like McDonald's. Each restaurant is going to be managed by a few people, and they're going to have profit-and-loss responsibility. If they make a profit, they get to pocket half of it. If they make a loss, we're going to know who's responsible, and we're

Think of performance bonuses or promotions or hiring. Everything is focused on the individual actor, rather than the team. And that, it turns out, is a big mistake. Managers tend to focus on the individual because it makes intuitive sense. You want the best people, and people are different, so focus on getting the best performers, and you’ll get be