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The Good Jobs Strategy by Zeynep Ton,
Sarah Kessler • Gigged: The Gig Economy, the End of the Job and the Future of Work
Every really good, really experienced CEO I know shares one important characteristic: They tend to opt for the hard answer to organizational issues. If faced with giving everyone the same bonus to make things easy or with sharply rewarding performance and ruffling many feathers, they’ll ruffle the feathers. If given the choice of cutting a popular
... See moreBen Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
of the firm’s entire productive capacity, 40 or 50 percent is consumed with a higher-priced person performing a lower-value task.
David H. Maister • Managing The Professional Service Firm
Andrew Scott • The 100-Year Life: Living and Working in an Age of Longevity
The lesson from cases of people both keeping and losing their jobs is that as long as you keep your boss or bosses happy, performance really does not matter that much and, by contrast, if you upset them, performance won’t save you. One of the biggest mistakes people make is thinking that good performance—job accomplishments—is sufficient to acquire
... See moreJeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
Tyler Cowen • Modern Wisdom: #482 - Tyler Cowen - The Secret To Finding Great Talent
Dr. Seuss’s management masterpiece Yertle the Turtle.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Dr. Seuss’s management masterpiece Yertle the Turtle.
Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Peter Drucker, America’s management and leadership guru for the past forty years, has said that the primary job of a leader is to manage his or her energy. When you think of all the things a