Sublime
An inspiration engine for ideas
Executive team member Qualities Bert, CEO Hierarchical, micromanager, dominant, fear-driven, needs to be liked Carol, president of Consumer division Visionary, creative, disruptive, scattered, wants to stand on own feet Trent, president of Enterprise division Entrepreneurial, design thinker, systematic, found self after near-death experience Martin
... See moreNancy Duarte • HBR Guide to Persuasive Presentations (HBR Guide Series)
The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company
amazon.com
The “delegator” and “delegatee” must share a common information base and a common set of operational ideas or notions on how to go about solving problems, a requirement that is frequently not met.
Andrew S. Grove • High Output Management
And, like almost every HOW-type, Roy never wanted to be the front man, he preferred to stay in the background and focus on HOW to build his brother’s vision.
Simon Sinek • Start with Why: How Great Leaders Inspire Everyone to Take Action
Ken Segall • Insanely Simple: The Obsession That Drives Apple's Success
Who’s Responsible for Vision? Our hapless CEO is a good example of another recurring problem at high-tech companies: the question of who is responsible for the strategic vision. Is it the board of directors, the CEO, or the executive team? After six months on the job, Lou Gerstner, CEO of IBM in 1993, was pressured to give his vision for IBM. He wa
... See moreMichael E. McGrath • Product Strategy for High Technology Companies
An organization will be better equipped to identify and grapple with adaptive challenges if its people do not expect the CEO and other senior authorities to always have the answers.