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The cellular structure of any truly great organization is the well-led unit, for this is where great things get done. Great leadership at the top doesn’t amount to very much without exceptional leadership at the unit level. If you want to build a truly great company or social-sector enterprise, you need to cultivate legions of unit leaders who, in
... See moreJim Collins • Beyond Entrepreneurship 2.0
OL: I need to hire people who are top performers so we can make our goals, because my own performance will be measured by that standard. SL: I want to hire people who will perform well because that will bring them satisfaction in their work, affirmation of their calling and success to the team. OL: Judy is a rising star. I need to be sure she doesn
... See moreR. Scott Rodin • The Steward Leader: Transforming People, Organizations and Communities
By recruiting a good team and eliminating as much Friction (discussed later) as possible, you’ll achieve the results you’re seeking.
Josh Kaufman • The Personal MBA: A World-Class Business Education in a Single Volume
In Google’s early years, Larry Page set aside two days per quarter to personally scrutinize the OKRs for each and every software engineer.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Activity: Document specific areas of improvement that will enable you to create change in your department that supports a Five-Day Turnaround culture. For each employee, make a list of why you hired them, the strengths you see demonstrated in their persona and work, and how these strengths support your PVTV.
Jeff Hilimire • The 5-Day Turnaround: Be the leader you always wanted to be. (the Turnaround Leadership Series)
Focus each quarter on your three’s and how to get them up the ladder, or compassionately to another, more fitting role. Focus even more on your five’s.
Jared Belsky • The Great Client Partner: How Soft Skills Are the True Currency in Client Relationships
Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself. What makes adaptation complicated is that it involves deciding what is so essential that it must be preserved going forward and what of all that you value can be left behind.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
as CEO, you will have the “loudest voice in the room.” Once people hear your perspective, some percentage will naturally alter their own views to more closely match yours. This percentage is much higher than you might imagine. People assume that, as CEO, you have more information than they do, and therefore your perspective is probably more correct
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