 |
It is critical for the leaders to engage each other in conversations about the purpose of their organization and of each of the projects that make up their mutual success.
|
184 |
 |
…even if your project started well, it is likely there will come a point when the team’s plan and also the team itself may begin to deteriorate and even fail.
|
168 |
 |
The lack of ability to say ‘no’ is what drives many projects to start so poorly.
|
167 |
 |
Time the start [of a project] to enable momentum to build quickly.
|
162 |
 |
I expect the leader responsible for any project to ensure that the project is starting from a foundation for greatness.
|
160 |
 |
…projects that start poorly and don’t recover fast enough will face the extra problem of attrition of top talent.
|
159 |
 |
Using testing to find and fix problems is the slowest way to build a high-quality product.
|
128 |
 |
The fact is that, overwhelmingly, people do have good intentions and are working to achieve the best results they can.
|
79 |
 |
The exceptional leader is always looking for ways to create teams of people in which the team can figure out how to address the trouble without management involvement.
|
45 |
 |
Once you have created your first gelled team, you will work continually to find more ways to create gelled teams and improve how you do so.
|
45 |
