Sublime

Great Groups ship.

Green leaders should not merely be dispassionate problem solvers (like in Orange); they should be servant leaders, listening to their subordinates, empowering them, motivating them, developing them.

questions of itself that we pose to individuals: “Who are you?” (What do you stand for?) And “What do you really want?” (What is your purpose?) Most large organizations

Your challenge is to create an enterprise that is comfortable constantly adapting to the complexity around it, while avoiding constant disruption to the parts of the organization that should remain stable.

3. The ability to discern talent in potential employees whom he or she will recommend to you.

Among Kelly Johnson’s strengths was a sure grasp of what mattered to his people and what didn’t. Most of them were engineers and tinkerers who hated paperwork, which he cut to an absolute minimum.

Pick out the workers in your company whose knowledge or experience gets you from January to December. Which people could really hurt by going over to the competition? Your board of directors? Your vice-chairman? Hell, no! If they joined your competitor en masse, you’d be fourteen lengths ahead in a year, considering your lightened load, and your co

Smart companies avoid defining their staff too narrowly when matching people to tasks.

executive who “majored in being right.” Her transformation came when she realized that getting people to engage and take ownership wasn’t about “the telling” but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She characterized this change as the shift from “having the best