Sublime

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When people discuss these questions as a normal part of their jobs throughout the organization—whether it is in the board room, staff meetings, performance reviews, or elsewhere—they enhance the enterprise’s ability to secure long-term success; deepen commitment from employees, customers, and other stakeholders; and stimulate innovation.

Yet the wide variation in economic structures in the social sectors increases the importance of the hedgehog principle—the inherent complexity requires deeper, more penetrating insight and rigorous clarity than in your average business entity. You begin with passion, then you refine passion with a rigorous assessment of what you can best contribute

TYPICAL “SHIFTING THE BURDEN” SITUATIONS “Crisis heroism”: When a crisis (such as delays in a product launch) hits, the “crisis” manager is given enormous flexibility to “…

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Here are the ten behaviors and cultural issues that leaders identified as getting in our way in organizations across the world: We avoid tough conversations, including giving honest, productive feedback. Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “ni

Many Great Groups have a dual administration. They have a visionary leader, and they have someone who protects them from the outside world, the “suits.”

books written by Andy Grove,

This brings us to the question of succession. Since most organizations are run by Ones and have a team of Twos (sometimes Functional Ones) reporting to them, replacing the CEO can be extremely tricky. Do you promote someone from the executive staff even though they are likely a Two? Microsoft did this in 2000 when they replaced Bill Gates, a protot