Sublime

Allocating the best people to the right positions is a crucial, tough job that many executives slight, in part because the best people are already too busy.

Chapter 2. The Mythical Man-Month

Most adrenaline junkie organizations contain at least one bottleneck. This is the hero who makes all the design decisions, is the only source of requirements, or makes all the architectural decisions. He is playing two roles: One is to make himself appear to be busier than mere mortals can hope to be. The second is to produce a logjam of decision-m

Looking only at the first use of the synchronizer (whether resource or type of work), align this project so that the synchronizer appears immediately after where the synchronizer finishes work on the prior project. When there are multiple units of the synchronizer, choose the next highest priority project and synchronize it in the same manner.

One of the biggest mistakes a CEO can make, in the spirit of transparency and openness, is to share important changes and information with all the employees before briefing the middle managers and supervisors.

If you want to change things, you’ve got to appeal to both. The Rider provides the planning and direction, and the Elephant provides the energy. So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they’ll have passion without direc

copilot.

Dan Sullivan is the cofounder of Strategic Coach, the number one entrepreneurial coaching company in the entire world. Dan has trained tens of thousands of the very best entrepreneurs to become even better. He helps his entrepreneurs clarify their “Unique Ability”—the activities that bring them the most excitement and energy and produce the biggest