Sublime

Grove was fascinated to find that some people, with no prompting, were consistently driven to “try to test the outer limits of their abilities” and achieve their “personal best.” These employees were a manager’s dream; they were never self-satisfied. But Grove also understood that not everyone was a natural-born achiever. For the rest, “stretched”

management formulas like Ken Blanchard’s Situational Leadership

Take storage-product retailer The Container Store, which has been named to the Fortune list of Best Companies to Work For 14 years in a row (and counting!). Its Foundational Principle #1 is “1 Equals 3” — one great person equals three good people in terms of business productivity.

In a recent study, Vijay Govindarajan, a professor at Dartmouth, found that for every 5,000 employees, at least 250 will be true innovators and 25 will be innovators and great intrapreneurs (or companies of one) as well.

Which brings us to our main idea – how both the pyramid and its lifecycle are animated. The dynamics are governed by the Newton’s Law of organizations: The Gervais Principle. The Gervais Principle and Its Consequences The Gervais Principle is this: Sociopaths, in their own best interests, knowingly promote over-performing Losers into middle-managem

Whenever you discover a strength or talent, think of five possible ways to develop it.

Lindsey was continuously learning and growing, and he encouraged his employees to do the same, sending them to various self-improvement seminars, such as Dale Carnegie Training and Ed Foreman’s Successful Life Course. “We coined a saying, ‘Businesses don’t grow, people do,’” said Lindsey. “I don’t want this to become a cliché around Defender becaus