Sublime

your functions in your authority role are largely the same. You have three core responsibilities, to provide: (1) direction, (2) protection, and (3) order.

Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due

You have to get at their values, abilities, and skills: Do they have a track record of excellence in what you’re expecting them to do? Have they done the thing you want them to do successfully at least three times? If not, you’re making a lower-probability bet, so you want to have really good reasons for doing so. That doesn’t mean you should never

Exercising adaptive leadership is radically different from doing your job really, really well. It is different from authoritative expertise, and different from holding a high position in a political or organizational hierarchy. It is also different from having enormous informal power in the forms of credibility, trust, respect, admiration, and mora

Believing that Conner was “exceptionally well qualified” to carry out the critical planning functions required of the Operations Section, Palmer resolved to “pry him loose” from the Inspector General. Palmer took his request to Chief of Staff Harbord, who warned Palmer of a potential problem with Conner’s transfer to the Operations Section: Conner