Sublime

we are more likely to behave altruistically, and less likely to behave selfishly, towards close relatives than distant relatives, and towards distant relatives than to unrelated folk.

Heiligenfeld has developed a simple practice of team supervision. The company works with four external coaches who each have their domain of expertise (relationships, organizational development, system thinking, leadership).

relationships were structured into a series of inclusive circles, or layers,* with each layer three times the size of the layer immediately inside it.

There is a natural tendency for people in such staff functions, often with the best of intentions, to prove their worth by finding ways to “add value”, devising rules and procedures, building up expertise, finding new problems to solve. Ultimately, they concentrate power and decision-making away from the frontline. People there feel disempowered: t

To my surprise, every Manchester United player I’ve spoken to and interviewed said Sir Alex Ferguson didn’t care about tactics, strategies and formations. He cared primarily about getting the best out of each individual, the team’s culture and their attitude; he didn’t want them ever to become complacent.