Sublime

Think about the risks associated with a project gone wrong and how those risks are diminished when there are solid relationships to fall back on. When you take risks you: Act proactively to reduce ambiguity. Acknowledge uncomfortable situations out loud. Deliver hard news promptly and concisely. Take responsibility for mistakes. Are willing to expr

Years later, after Grove had learned to appreciate this, he read Peter Drucker’s The Practice of Management, which described the ideal chief executive as an outside person, an inside person, and a person of action. Grove realized that instead of being embodied in one person, such traits could exist in a leadership team. That was the case at Intel,

management formulas like Ken Blanchard’s Situational Leadership

Convert the strongest dissenters

In summary, seasoned Sociopaths maintain a permanent facade of strategic incompetence and ignorance in key areas, rather than just making up situational incompetence arguments. This is coupled with indirection and abstraction in requests given to reports. The result is HIWTYL judo.

Deming directed managers to build trust throughout the organization. Eliminate fear: the fear of not getting a bonus; the fear of making a mistake; the fear of not meeting annual MBOs, MBRs, and KPIs; and the fear of not measuring up to their peers.