Sublime

five critical areas have emerged of conversation between manager and contributor:

The test of the effectiveness of metrics lies in whether they can tell you what and who is doing well and poorly, all the way down to specific people. We aim to have metrics that cascade from the most important matters the CEOs are responsible for at the company level, down through the departments, to the teams within them and the people responsibl

What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say; yo

In practice, to avoid information getting distorted or lost as it spreads from one person to another, self-managing organizations use their intranet as a central repository where everybody can publish and retrieve information in real time.

most significant management variable to be disclosed by the previous analysis is the choice of the mix of projects undertaken, and the implications this has for the (average) project team (i.e., leverage) structure.

4. Finally, the executive is within an organization.

identify value-based resistance to managerial work,

Decision-making Sharing information Live review (of priorities, roadmaps, metrics, etc.) Alignment Problem-solving