Sublime

people that you assemble. Every great idea, everything you create, your marketing, your products, your strategy - all of it will come from the minds of the people you hire.

If someone is good at identifying, tackling, and climbing hierarchies, it is a sign they know how to allocate their efforts and that they don’t let their insecurities blind themselves to the larger picture. It shows they are willing to take on the most relevant challenges, and if they are not good at those challenges initially, they will find the r

The best way to judge a program is to look at the person directing it. I once taught briefly at the University of California at Irvine, a small program that was run at the time by the wonderful writer Geoffrey Wolff. He controlled everything magnificently. He did a meticulous job choosing both the faculty and the students, oversaw a financial aid p

The key in any organization is for people to be transparent about what their Zone of Genius is, and then map all activities to the right people through an areas of responsibility list

Great product leaders spend the majority of their time focusing on this discovery process.

To make success a reality, we must shift our mindsets away from filling jobs and adopt a vision long prevalent in the entertainment industry: talent management.

Three Dimensions, levels of work, and time horizons—you will transform your approach to hiring, staffing, and managing in a way that brings out the best in your People. Here is where your insight into your People becomes a powerful driver of your company’s success. When you recognize that each person operates within the dimensions of “I Think,” “I

If I look at our success over the last thirty years, it really comes down to having learned to trust people, to trust their judgment, and to delegate to skilled people.

“I want to see you leave this institution for a better offer than that—and you will!” is sometimes the message you need to send them. That too is an instance of raising their aspirations. Don’t assume that your best and most productive workers actually know what they are capable of, because very often they do not and need nudging in the right direc