Sublime
An inspiration engine for ideas
The Marine philosophy is to recruit for attitude and train for skills. Marines believe that attitude is a weapon system. We searched for intangible character traits: a quest for adventure, a desire to serve with the elite, and the intention to be in top physical condition.
Jim Mattis, Bing West • Call Sign Chaos
effective CEO/coach might say,
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.
Leif Babin • Extreme Ownership: How U.S. Navy SEALs Lead and Win
The Admirals: Nimitz, Halsey, Leahy, and King--The Five-Star Admirals Who Won the War at Sea
amazon.com
NO OPERATING POLICY has contributed more to Hewlett-Packard’s success than the policy of “management by objective.” Although the term is relatively new to the lexicon of business, management by objective has been a fundamental part of HP’s operating philosophy since the very early days of the company. MBO, as it is frequently called, is the antithe
... See moreDavid Packard • The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials)
From the start, Abrashoff knew you can’t simply order people to be better. Even if that appears to work, the results are short term and the consequences enormous. It doesn’t matter if you’re on a ship or running a manufacturing company. You don’t tap into people’s resourcefulness, intelligence, and skills by command-and-control. “Show me an organiz
... See moreShane Parrish • Clear Thinking
A strong component of Deming’s approach to management is called MBM, or management by means, the counter to management by objectives (MBO) and management by results. The key difference between MBMs and MBOs is Deming would ask by what means did you achieve your goal? If you don’t know how you achieved your objective, how do you know if you can do i
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Sean Naylor’s Not a Good Day to Die (Naylor 2005) recounts the courage and organizational mishaps by SOF and coalition conventional forces in the one of the largest military operations in the post-9/11 era, Operation Anaconda in Afghanistan, which took place in March 2002.
David Tucker • United States Special Operations Forces
Rather, it substitutes a vision of the manager as a (demanding) coach, a conscience, instead of the manager as boss, decision maker, or overlord.