Sublime

The issue should less be one of what volume you manage than what results you accomplish with that volume—profitability, client satisfaction, or skill building.

Rather than relying on individual talents, the firm would need to create more of an institutional reputation, based not only on the “raw” talent of key individuals but on the ability of the firm to bring to bear its collective knowledge derived from past engagements.

She went into an incredible learning mode, making herself into the CEO Xerox needed to survive.

The organization supports coaching for those in top positions, knowing that simply having a sounding board outside the organization can prevent the insularity that undermines adaptability.

such alumni are often the source of future business for the firm when they recommend to their corporate employers hiring their old firm

relative mix of juniors, managers, and seniors) is primarily determined by (or rather, as we shall see, should be determined by) the skill requirements of its work: the mix of…

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They didn’t just raise aspiration levels; they changed the definition of success.

The higher one rises in an organization, the more one must be a generalist.

2. Effective executives focus on outward contribution. They gear their efforts to results rather than to work. They start out with the question, “What results are expected of me?”