Sublime

The Speed of Trust, b y Stephen M. R. Covey. In that book, Covey points out that most of the inefficiencies of an organization—excess bureaucracy, internal politics, and micromanagement—all stem from a lack of trust within the organization walls. Trust is earned by demonstrating actions that produce results in the best interests of all. Working fro

So, a good process for making your ideas stickier is: (1) Identify the central message you need to communicate—find the core; (2) Figure out what is counterintuitive about the message—i.e., What are the unexpected implications of your core message? Why isn’t it already happening naturally? (3) Communicate your message in a way that breaks your audi

CEO must be the CIO—the Chief Innovation Officer!”). This usually results in chaos, the top-left quadrant. Not every phone operator has to be a champion innovator. Sometimes you just need them to answer the phone. The most common trap, however, is to head straight to the bottom-right quadrant. As mentioned earlier, leaders proudly draw a box on an

Notice how smart Winsten was: He used the power of the Path to change the public’s behavior, but he used the power of the Rider and the Elephant to change the network executives’ behavior. With his five-second requests, he was directing the Rider by describing a simple action that could help on a complex problem, and he was motivating the Elephant

Chip and Dan Heath (in their excellent book Switch) and BJ Fogg, in his Tiny Habits

When we examined the Hedgehog Concepts of the good-to-great companies, we found they reflected deep understanding of three intersecting circles: 1) what you are deeply passionate about, 2) what you can be the best in the world at, and 3) what best drives your

With the online tracking sheet, Cachon was using the hotel-towel strategy. He was publicizing the group norm. Other people are getting their work done on time. Why won’t you?