Sublime

Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers.

Adaptive executives and operations folks understand that their most vital responsibility is getting the right people in the right roles doing the right jobs.

Yet who would one choose: a Warren Buffett who has built up so much; or a Jack Welch who might have managed the largest company in the world, General Electric, but by means of cracking whips and a culture of fear about who would be fired next? PSG subsidiaries have been compelled to retrench people, but I hope I’m leading from the front rather than

Eudaimonic well-being is the

Be your own last judge.

the traditional heroic decision maker. In the Task Force, we found that, alongside our new approach to management, we had to develop a new paradigm of personal leadership. The role of the senior leader was no longer that of controlling puppet master, but rather that of an empathetic crafter of culture.

“What were you thinking? If you need to work to support yourself, you need to (a) always, and I mean always, be looking for new jobs both within your current employer and ones on the outside so you have options available to you at all times, and (b) be constantly working on your relationship with your new boss. No one can count on stability in comp

‘If you had a clean slate what would you want to do, not for you, but for the next generation coming behind you? Think about them. That’s what I want you to think about.’” Foudy brought this perspective to every contract negotiation after that.

The legendary Patty McCord, who was chief talent officer at Netflix for fourteen years, has made a great point about your top and bottom 3%. Her lesson about the top 3% is that the best perk you can give them is more “3%-ers” to work with and have around. She found that all of the formal policies of most HR groups in global corporations are written