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Keep the responsibility for performance with the performer.
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
The only people who could ever produce great products were those who actually made them.
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
The Person Doing the Work Must Own the Responsibility
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
Value Is Solving the Customer's Problems
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
discovered the awful truth about leadership—each person must write his or her own personal cookbook.
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
Value Is Doing It Better than Anybody Else
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
Management's job was to establish the conditions under which performance served both the company's and the individual's best interests.
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
I became a student of everyone and a follower of no one.
James A. Belasco • Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
People Rise to the Challenge—When It Is Their Challenge