Sublime

their role, work priorities and working style.

Introduce yourself.

A Sociopath with an idea recruits just enough Losers to kick off the cycle. As it grows, it requires a Clueless layer to turn it into a controlled reaction, rather than a runaway explosion. Eventually, as value hits diminishing returns, both the Sociopaths and Losers make their exits, and the Clueless start to dominate. Finally, the hollow brittle

based on what you know about each person.

One after the other, each colleague (typically six to 12 people, including people from other teams who work closely with you) takes the seat in front of you and gives you the gift of answering two questions: “What is the one thing I most value about working with you?” and “What is one area where I sense you could change and grow”? A note-taker tran

paying attention to the clients’ own perspective, and most of all not recommending a direction which the practitioner wants the client to adopt without working with the client to decide the outcomes jointly with their stakeholder constellations.

What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say; yo

expanding understanding of the interdependencies they have with others in the organization,

Project Aristotle,