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make the best available, least restrictive decisions to the benefit—and greatness—of the students they support.
Christopher Bugaj • The New Assistive Tech: Make Learning Awesome for All!
This book argues that with each ascending level of success, your ability to produce results will be more and more contingent on Whos, not Hows.
Dan Sullivan • Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork
Give yourself permission to set boundaries Only you know what boundaries you need to set. No one else will protect them for you. For example, I only started to exercise regularly when I decided that exercise was part of my job to be the best possible leader I could be. Know when you’re most productive I get my best work done in the morning, so I tr
... See moreClaire Hughes Johnson • Scaling People: Tactics for Management and Company Building
During this early period I began hiring personnel with four characteristics I value most highly: talent, character, functional intelligence (beyond basic intelligence, the ability to think on your feet, quickly and spontaneously), and an eagerness to adopt my way of doing things, my philosophy. These included assistant coaches I was very familiar w
... See moreBill Walsh, Steve Jamison, Craig Walsh • The Score Takes Care of Itself: My Philosophy of Leadership
Managing, by the former head of ITT, Harold Geneen.
Timothy Ferriss • Tribe of Mentors: Short Life Advice from the Best in the World
Do-Something-That-Matters-Journal-First-Week
Personality Profiles Some of the most effective and lasting tools for building trust on a team are profiles of team members' behavioral
Patrick M. Lencioni • The Five Dysfunctions of a Team, Enhanced Edition: A Leadership Fable (J-B Lencioni Series)
There are three key practices needed in order to build and maintain a circle of competence: curiosity and a desire to learn, monitoring,