Sublime

Every role people take on is a commitment they make to their peers. They are not accountable to one boss; every one of their peers is a boss in respect to the commitments they made.

4. Finally, the executive is within an organization.

An organization truly is a living organism—a human community that can realize its highest potential only when each individual is fully valued and feels fully vested in a shared purpose. The better people’s needs are met, the better they feel and the better the organism functions as a whole. An organization that invests in its people across all

STAGE 1: DISCIPLINED PEOPLE Level 5 Leadership. Level 5 leaders are ambitious first and foremost for the cause, the organization, the work—not themselves—and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leader displays a paradoxical blend of personal humility and professional will. First Who … Then

what makes this group tender? Angry? Freeze? What enlivens this group into action? What makes them rush into wasteful action? Do they take responsibility, cast blame, become victims of their own decisions? Hurry to fix the narrative, or claim the reality? Do mistakes deepen their trust, or decimate it?

Managing individuals is about helping them set the general direction of their work, ensuring that it is aligned with and understood by their peers, and staying informed enough to identify potential obstacles and problems as early as possible. It is also about coaching leaders to improve themselves behaviorally to make it more likely that they will

The journey of Theory U is basically an inquiry into this question: How can we access these deeper sources of time, being, and self in a way that is reliable, practical, and collective—and that works without your family farmhouse going up in flames every morning? These questions eventually prompted me to leave Germany for the United States in 1994

Wheatley’s work speaks of relationship—the depth of relationship between the individuals in a system determines the strength of the system.

Leaders of Teal Organizations therefore must embrace trust twice: they must trust that they can give up a sure thing (economies of scale) for something less certain but probably much more beneficial (unbridled motivation). And, after having already severed the power transmission of middle management, they must give up the illusion that staff