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Executives who complain about how undervalued their firm’s shares are or who opine about its true worth are probably more concerned with the value of their options than with making solid, long-term business decisions. Self-promotional managers, meanwhile, are not likely to make decisions that are in the best interests of long-term shareholders. If

Pat Dorsey • The Five Rules for Successful Stock Investing: Morningstar's Guide to Building Wealth and Winning in the Market

CEO of Hewlett-Packard, has an invaluable perspective on reinventing: “The single biggest problem in business is staying with your previously successful business model . . . one year too long.”

Adrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits

The story of their entwined careers reveals many of the larger laws of the business world: that the same overweening ambition that drives so many executives to the top also assures their failure; that when executives form emotional attachments in business, whether to people, markets, or machinery, they deprive themselves of their best business judg

Thomas Petzinger Jr. • Hard Landing: The Epic Contest for Power and Profits That Plunged the Airlines into Chaos

Pixar co-founder Ed Catmull on shifting employee focus from fear to creativity:

Jon Erlichman

x.com

If you give employees more freedom instead of developing processes to prevent them from exercising their own judgment, they will make better decisions and it’s easier to hold them accountable.

Reed Hastings • No Rules Rules: Netflix and the Culture of Reinvention

I think there are a few entrepreneurs that come out that have had protected their generative drive, protected their curiosity, their creativity as they manifest their aggressive drive, and they didn't let their pleasures and their enjoyment of success corrupt them in a way that took their eye off the ball.

But I think those three different drives en... See more

Onboarding | Colossus

Ev Williams (founder of Twitter, Blogger, and Medium) when asked who inspires him:

“When I think about a commonality of companies and leaders I admire, it is those who—whether they have a bunch of resources or not—come from a position of confidence and an abundance mindset.”

When he got to Google, the thing that most struck him was how big they tho

In my experience most of the companies are run by highly creative, idealistic people. Many of them started off with products that were optimized for the needs of the users and community and almost all of them ended up optimized for the needs of the company.

Chris Dixon • "Let's Run The Experiment": A conversation with Chris Dixon about DAOs and the future of organizations online

The essential responsibilities of a leader/company exec, via DHH:

1. Chart the course

Where are we going? What are we building? Who is it for? Any executive running anything has to know the answer to these questions in order to lead anyone anywhere. If you don't have a clue where you're going, any road can take you there, and running in circles