Sublime
An inspiration engine for ideas
In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results that will help you get to the break-even point more rapidly.
Michael Watkins • The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter
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
Ben Horowitz on Peacetime vs. Wartime CEOs:
Management literature is almost entirely written for peacetime CEOs. Everything you learn about decision-making and delegation and “don't micromanage”, all these things are very peacetime oriented in the sense that in peacetime, you're much more focused on the development of the people and the organization
... See morecreating a game-changing vision for their organizations. They do so by… … finding and amplifying intersections … making it about more than money … not being afraid to look back to look forward … involving a broad group of leaders in the process
Scott Keller • CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest
It is breathtaking how slow, substandard and unfocused many companies out there get through the day. And think nothing of it. The lack of energy is palatable. There is performance upside everywhere. As a leader, your opportunity is to reset in each of these dimensions. You do it in every single conversation, meeting, and encounter. You look for and
... See moreFrank Slootman • Amp It Up!
Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of su
... See moreMichael Watkins • The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter
The expert has a point of view (or perspective). The expert is concise. The expert is believable. The expert can answer follow-up questions without choking. The expert seems confident. The expert holds many principles subject to later modification. The expert—in a work setting—believes the “how” is just as important as the “what.”
David C. Baker, Emily Mills, • Secret Tradecraft of Elite Advisors: Covert Techniques for a Remarkable Practice
If you’re a CEO or the leader of any organization, you have four key responsibilities: (1) to set the vision and strategy of the organization; (2) to develop, recruit, retain, and replace the management team to execute that vision and strategy; (3) to create the culture; and (4) to communicate all of the above.
Diane Brady • Connecting the Dots
