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- Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work.
Peter F. Drucker • The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
three dimensions: 1. The movement from a hands-on doer, to a manager, to a leader, and ultimately to a coach/mentor of others; 2. From a functional specialist to a general manager, back to a functional specialist, and ultimately to a strategy and culture “conductor;” and 3. From having a passionate belief in the primacy of oneself, to having a beli
... See moreEdward Hess • Grow to Greatness: Smart Growth for Entrepreneurial Businesses
The Start-up of You Mind-set: Permanent Beta
Ben Casnocha • The Start-up of You: Adapt to the Future, Invest in Yourself, and Transform Your Career
the CEO and “chief servant
Richard J. Leider • Life Reimagined: Discovering Your New Life Possibilities
“Superior performance is found in the margins—the small but consistent difference in the number of times corrective feedback is sought, successfully obtained, and then acted on.”46
Al Pittampalli • Persuadable: How Great Leaders Change Their Minds to Change the World
If in your organization you have a small number of people making mistakes and performing poorly, it’s probably their fault. You should spend your time working with them, or transfer them to other jobs, or if neither of those options is feasible, remove them. If it’s much more than 10%, though, then it’s the system’s fault and you should put your ef
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