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How do you know if you’re prominent in the network? In our research, we found that you can answer this question with surprising accuracy by asking yourself another question: Do people come to me for advice? If they do, you are likely in a position to both influence them and learn from them. If it’s not you, then who is influential? Whom do people
... See moreTiziana Casciaro • Power, for All
T is for tribe. The brain is asking, “Are you with me, or are you against me?” If it believes that you’re on its side, it increases the TERA Quotient. If you’re seen as the opposition, the TERA Quotient goes down. E is for expectation. The brain is figuring out, “Do I know the future or don’t I?” If what’s going to happen next is clear, the
... See moreamazon.com • The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever
Maverick: The Success Story Behind the World’s Most Unusual Workplace BY RICARDO SEMLER
Daniel H. Pink • Drive: The Surprising Truth About What Motivates Us
Shishir Mehrotra comenta que Bill “andava com tecnólogos motivados, mas via o mundo de uma maneira completamente diferente... Via-o como uma rede de pessoas aprendendo a conhecer os pontos fortes e fracos de cada uma e a confiar umas nas outras como o principal mecanismo para atingir as metas”
Eric Schimdt • O coach de um trilhão de dólares: O manual de liderança do Vale do Silício (Portuguese Edition)
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
... See moreFrederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
The people around us influence how we perceive the global society. In other words, we use our own social milieu to make inferences about how people we don’t know live their lives. But this may backfire when we live in homogeneous social environments and rarely meet people living in different circumstances. English psychologist Rael Dawtry and his
... See moreJessica C. Flack • Worlds Hidden in Plain Sight: The Evolving Idea of Complexity at the Santa Fe Institute, 1984–2019 (Compass)


A professora Linda Hill, da Harvard Business School, que estuda gestão e especialmente gestores de primeira viagem, concorda que ser ditador não funciona. Ela escreveu em 2007: “Novos gestores logo aprendem [...] que, quando mandam seus subordinados fazerem algo, estes não necessariamente respondem. Na verdade, quanto mais talentoso for o
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