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As OKRs are combined with 360-degree feedback, the silo will soon be a relic of the past.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
For Each Layer, Clarify the Differentiation in Accountability Between Layers/Roles Start by focusing on the leaders‐of‐others and the leaders‐of‐leaders. In our experience, significant breakage occurs at both of these levels. In any event those layers contain most of your leadership positions. To get a full understanding of
Ram Charan, Stephen Drotter, James L. Noel, • The Leadership Pipeline
Its focus on team work increased productivity and effectiveness brilliantly. But we were overlooking a vital element—the individual team member.
Tonianne DeMaria Barry • Personal Kanban: Mapping Work | Navigating Life
“Team Dimensions Profile”
Ray Dalio • Principles: Life and Work
Figure 4.1. Leading Leaders: The Job to Be Done.
Ram Charan, Stephen Drotter, James L. Noel, • The Leadership Pipeline
the incremental leader enjoys and protects their cognitive capacity to create enduring solutions. They use their technical experience to help people solve their Layer 1 and 2 problems when needed because they have redesigned processes in support of that goal. This is beneficial because their intense attention is needed only on the novel portions of
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
Like Steven Spear describing the Toyota environment as a community of scientists in The High-Velocity Edge, an organization that only Plans and Does can never really improve.
John 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
These are hierarchies of influence, not position, and they’re built from the bottom up.