Sublime
An inspiration engine for ideas
Leaders of Great Groups find the right niche for each excellent contributor.
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
Hackman’s research describes five conditions that increase a team’s odds of success: having a real team (one with clear boundaries and stable membership), a compelling direction, an enabling structure, a supportive organizational context, and expert coaching.
Julie Zhuo • The Making of a Manager: What to Do When Everyone Looks to You
Shishir Mehrotra comenta que Bill “andava com tecnólogos motivados, mas via o mundo de uma maneira completamente diferente... Via-o como uma rede de pessoas aprendendo a conhecer os pontos fortes e fracos de cada uma e a confiar umas nas outras como o principal mecanismo para atingir as metas”
Eric Schimdt • O coach de um trilhão de dólares: O manual de liderança do Vale do Silício (Portuguese Edition)
Hearing Dan Cable, author of Change to Strange, speak at a Young Presidents’ Organization program at London Business School, Browne wondered: 1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors? 2. What characteristics describe our ideal workforce that
... See moreVerne Harnish • Scaling Up : How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)
“There is a formula for success in business, and it goes like this: You set out to find the very best talent in the marketplace, and then give them a compelling and inspirational vision of what you want them to achieve for you and the company. Then you empower them to achieve those goa... See more
James Clear • 3-2-1: On inspiration, how to lose, and building a successful business
For Apple’s and Pixar’s innovators, the value of self-awareness trumped any need for customer focus. By designing for themselves, they transformed their most demanding customers.
Michael Schrage • Who Do You Want Your Customers to Become?
Bill buscava quatro características nas pessoas. Elas tinham que ser inteligentes, não necessariamente em termos acadêmicos, mas mais do ponto de vista de serem capazes de atuar a todo vapor em áreas diferentes e fazer conexões. Bill chamava isso de capacidade de fazer “analogias distantes”. Elas precisavam trabalhar duro e ter total integridade. P
... See moreEric Schimdt • O coach de um trilhão de dólares: O manual de liderança do Vale do Silício (Portuguese Edition)
hire for aptitude and attitude
and then train for skills.