Sublime
An inspiration engine for ideas
amenable to action and
Mike Pedler • Action Learning for Managers
The choice of how to lead is more than a skill. It is a reflection of both the leader himself and of the culture he or she has created for the company. I once told an audience of corporate salespeople how impressed I was with Tom May from Nstar in Boston. NStar is Massachusetts’s largest investor-owned electrical gas utility. He could get anything
... See moreDavid Falkner • Russell Rules: 11 Lessons on Leadership from the Twentieth Century's Greatest Winner
As gatekeepers, leaders establish the standards of entry—who should be allowed into the Circle and who should be kept out, who belongs and who doesn’t.
Simon Sinek • Leaders Eat Last: Why Some Teams Pull Together and Others Don't
In effectively run organizations, the functional leader is responsible for “who” and “how”—providing trained people who are competent in their profession to be used in sequentialized flows. The flow owner (e.g., project leader, program leader, value stream leader) is responsible for the “what” and “when” of how those people are deployed to achieve
... See moreSteven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
In this chapter, we’ve identified the elements of style that are common among effective leaders. They are: Authenticity Decisiveness Focus Personal Touch Hard/Soft People Skills Communication Ever Forward
Jim Collins • BE 2.0 (Beyond Entrepreneurship 2.0): Turning Your Business into an Enduring Great Company
FIGURE 19-1 Evaluation of the Practice Leader
David H. Maister • Managing the Professional Service Firm
many practice groups continue to maintain expertise-based approaches to running their affairs when their marketplace is probably closer to the efficiency stage.
David H. Maister • Managing The Professional Service Firm
contributes to the unmanageability of professionals: their daily roles as “experts.”