Sublime

The Technician’s boundary is determined by how much he can do himself. The Manager’s is defined by how many technicians he can supervise effectively or how many subordinate managers he can organize into a productive effort. The Entrepreneur’s boundary is a function of how many managers he can engage in pursuit of his vision.

For any business person, "Me too' won't do" feels right intuitively. Action, creation, risk-these lie at the root of invention. Business value does not start with bloodless analytics. Passion, monomania and domain mastery fuel invention and so are central. The compelling continuing contribution of founders demonstrates this. Planning rare

CEO

Because I wasn't a great manager—and I knew I wasn't—I said, "I'm organizing this company like McDonald's. Each restaurant is going to be managed by a few people, and they're going to have profit-and-loss responsibility. If they make a profit, they get to pocket half of it. If they make a loss, we're going to know who's responsible, and we're

Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And fina

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.”

Very few people work by themselves and achieve results by themselves—a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed. Managing yourself requires taking responsibility for relationshi

If your information about what needs to be done in your business is limited, your business will reflect that limitation.