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For an organization to operate within society, it must be not just be mindful, but active in these changes — or “tending.” Failure to do so results in lack of resonance and more dire: disruption .

Matt Klein • Making Sense of Culture Amidst Contradiction

hindsight, I would have started with our leadership team of five.

John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

In all these situations, and in hundreds of others that are fundamentally similar, social complexity, not character, is the key driving force. And when such situations are not handled with great skill—a leadership skill that was somewhat lacking in all three of those cases—destructive power struggles are almost inevitable.

John P. Kotter • Power and Influence

5. Carefully crafted accountability.

Jeffrey Bussgang • When Community Becomes Your Competitive Advantage

stupid. People love change when they know it is a good thing.

Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World

each stage demands deliberate attention before you move to the next:

Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization

Move with shocking speed and minimum fanfare. Act with total confidence, but turn on a dime if new facts warrant. March in service of a sweeping vision, but pay obsessive attention to the details.

Charles R. Morris • The Tycoons: How Andrew Carnegie, John D. Rockefeller, Jay Gould, and J. P. Morgan Invented the American Supereconomy

Inertia by proxy disappears when the organization decides that adapting to changed circumstances is more important than hanging on to old profit streams.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

From our interviews six key responsibilities emerged: setting the direction, aligning the organization, mobilizing through leaders, engaging the board, connecting with stakeholders, and managing personal effectiveness.