 |
However you manage, your techniques, behavior, and philosophy must be both teachable to others and sustainable.
|
26 |
 |
Trust is hard. It’s real. It’s quantifiable. It’s measurable. In every instance, it affects both speed and costs…
|
24 |
 |
Don’t wait for perfection. Good enough is good enough. There is time for refinement later.
|
031 |
 |
Elegance is the combination of power and simplicity. Elegance is what is not here, not what is. It cuts through the noise, captures our attention, and engages our hearts.
|
034 |
 |
…there isn’t a right and wrong – there’s only what works and what doesn’t, and you can only find out what works by experimentation.
|
046 |
 |
A great launch… tells a story of innovation, change, and empowerment that catalyzes faith in what you’re doing.
|
048 |
 |
…great hires should not only be better than the CEO and management team; they should also differ from them.
|
071 |
 |
If there’s one thing a CEO must do, it’s hire managers who are better than she is. If there is one thing mangers must do, it’s hire employees who are better than they are.
|
072 |
 |
The usual assumption is that over time, people should move into management and provide less individual contribution. This is a bad assumption.
|
074 |
 |
There’s a saying that if a manager has to fire someone, maybe the company should fire him too because the situation should not have gotten to that point.
|
074 |
