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Much of the pervasive fear that runs silently through organizations—and much of the politics, the silos, the greed, blaming, and resentment that feed on fear—stem from the unequal distribution of power.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
True Leadership: Lessons Learned from Edwin Catmull
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That means everyone here will be interviewing candidates and pushing to find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.”
Patrick M. Lencioni • The Five Dysfunctions of a Team, Enhanced Edition: A Leadership Fable (J-B Lencioni Series)
Adaptive executives and operations folks understand that their most vital responsibility is getting the right people in the right roles doing the right jobs.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
In any team, and for that matter, in any family or marriage, someone at some point is going to step over the line and say or do something that isn’t constructive. But rather than fearing this, teams need to accept that it will happen and learn to manage it.
Patrick M. Lencioni • The Advantage: Why Organizational Health Trumps Everything Else In Business (J-B Lencioni Series)
A good leader will perpetually remind his team of their raison d’etre.
Anthony Raymond • Ikigai & Kaizen: The Japanese Strategy to Achieve Personal Happiness and Professional Success (How to set goals, stop procrastinating, be more productive, build good habits, focus, & thrive)
performance, top-line goals must be clearly understood throughout the organization.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
