Sublime

FIGURE 2–1 Spectrum of Practice

If we want to be authentic and whole at work, we must learn to speak up about other important commitments in our lives.

tracked—and then revised or adapted as circumstances dictate.

Murphy’s first move was to elevate Burke to the role of president and chief operating officer. Theirs was an excellent partnership with a very clear division of labor: Burke was responsible for daily management of operations, and Murphy for acquisitions, capital allocation, and occasional interaction with Wall Street. As Burke told me, “Our relatio

At AES, Dennis Bakke installed a beautiful practice of team appraisal with his closest peers. They got together once a year, often over dinner in one of their homes to make for a relaxed, informal setting. Every person in turn shared his or her self-evaluation. Other team members commented, questioned, or encouraged each other to reach a deeper und

Bakke would often introduce AES’s management practices to the new group of colleagues by asking them what assumptions owners and managers of a typical factory hold about their workers.

Good management starts by defining what outputs someone needs to produce.

functional data marts for HR and Sales.

three kinds of client work: Brains, Grey Hair, and…

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