Sublime
An inspiration engine for ideas
In business and politics, and in many aspects of military strategy, most of the important judgments are about people, especially anticipating their actions and reactions.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
A manager’s skills and knowledge are only valuable if she uses them to get more leverage from her people.
Andrew S. Grove • High Output Management
See Charlie Kiefer’s cameo “Executive Team Leadership,” (page 435).
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
The key question is not how long people have done a job. It’s how well they can learn to do a job.
Adam Grant • Hidden Potential: The Science of Achieving Greater Things
Sociopaths, in their own best interests, knowingly promote over-performing losers into middle-management, groom under-performing losers into sociopaths, and leave the average bare-minimum-effort losers to fend for themselves.
The Gervais principle differs from the Peter Principle, which it superficially resembles. The P... See more
Venkatesh Rao • The Gervais Principle, or the Office According to “The Office”
Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Management is getting work done through other people
John Seiffer • Output Thinking: Scale Faster, Manage Better, Transform Your Company
Peter Principle. It’s the idea that people at work tend to get promoted to their “level of incompetence”—they