Sublime

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

5. Effective executives, finally, make effective decisions. They know that this is, above all, a matter of system—of the right steps in the right sequence.

Much of the pervasive fear that runs silently through organizations—and much of the politics, the silos, the greed, blaming, and resentment that feed on fear—stem from the unequal distribution of power.

Projects typically consist of a collection of features implemented within a timeframe. A project team is temporarily assembled to complete the set of features within that time frame. When the defined work is complete, the team is disbanded. This process creates several constraints on maximizing value for the customer. First, the temporary nature of

Jack Welch, former CEO of General Electric, called it “boundaryless” communication and worked hard to remove barriers to the flow of information within the corporation. Everybody is in the loop and expected to participate.