Sublime

The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.”fn7

Pluralistic-Green strives for bottom-up processes, gathering input from all and trying to bring opposing points of view to eventual consensus. Orange glorifies decisive leadership, while Green insists that leaders should be in service of those they lead.

In Orange Organizations, strategy and execution are king. In Green Organizations, the company culture is paramount.

highly intelligent organization.

The sustainable way to build a high-PQ team requires a twofold focus: (1) help the team members increase their individual PQs; (2) train the team to pay attention to the PQ Channel during team interactions.

During this early period I began hiring personnel with four characteristics I value most highly: talent, character, functional intelligence (beyond basic intelligence, the ability to think on your feet, quickly and spontaneously), and an eagerness to adopt my way of doing things, my philosophy. These included assistant coaches I was very familiar w

IN THE SIX MONTHS since I had begun working with Bill Campbell, I learned by watching him what leadership was all about. The key skill is not in convincing people of your point of view with rational arguments, but, when circumstances require, in building a feeling of consensus in the face of uncertainty or adversity. Bill’s strength was his ability

to us—which is our central problem.

Managers’ fundamental task, according to O’Brien, is “providing the enabling conditions for people to lead the most enriching lives they can.”