Quotes

Measure What Matters, Page 87

To avoid compulsive, soul-killing overalignment, healthy organizations encourage some goals to emerge from the bottom up.

How, Page 87

We overrespect rules, which leads us into a quagmire where all our actions get mucked up in the spectrum of legal permissibility.

Absolute Value, Page 087

…for better or for worse, your past record doesn’t matter as much as it used to.

Average is Over, Page 87

…direct man-machine cooperation, focused on making very specific evaluations or completing very specific tasks, will revolutionize much of our economy…

Leading from the Front, Page 087

Ultimately, teams and organizations are most successful when their leader works for the team.

Sooner Safer Happier, Page 087

As the organization scales agility by descaling the work and the system of work, it is important to ensure that teams with high autonomy also have high alignment.

Measure What Matters, Page 87

Innovation tends to dwell less at the center of an organization than at its edges.

Average is Over, Page 87

…there is evidence that these man-machine collaborations outperform the humans working alone, whether in terms of accuracy or speed.

The Making of a Manager, Page 087

Behavioral feedback helps people understand the reality of how others see them, which may be different than how they see themselves.

No Hard Feelings, Page 088

Excitement and anxiety are two sides of the same coin.