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The research on innovation identifies this as a common problem for managers as companies grow. Barnholt calls it the tyranny of large numbers, explaining that “there’s a natural tendency to think in terms of bigger bets as you get to be bigger.”
Peter Sims • Little Bets: How breakthrough ideas emerge from small discoveries
Third, the number-one resource for a great social sector organization is having enough of the right people willing to commit
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
Leadership is a difficult practice personally because it almost always requires you to make a challenging adaptation yourself. What makes adaptation complicated is that it involves deciding what is so essential that it must be preserved going forward and what of all that you value can be left behind.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
“Great leadership has many different attributes, but it starts with knowledge of a particular pursuit, because without the knowledge and mastery of that particular pursuit, I don’t think you have the authority to convey it with conviction to others. It usually is associated with an obsession, because to be a great leader, you have to be obsessed by
... See moreReed Hastings • No Rules Rules: Netflix and the Culture of Reinvention
the most successful people perceive their personalities and skills as fluid and are able to represent themselves differently and adaptively.
Laura Huang • Edge: Turning Adversity into Advantage
senior managers have a particular responsibility. They are so influential already that whatever they do has a substantial impact on the organization’s field. Every aspect of their performance, every conversation they hold, and every action they take demonstrates what values they believe are important to the organization.
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
Greatness
sari and • 106 cards
In the late 1990s, a group of midlevel students at GE’s Crotonville leadership institute challenged him, saying that the “#1, #2, fix, close, or sell” strategy was hurting the company because executives were gaming the system.