Book Titles

Don’t let your people fall prey to the blabbermouth theory of leadership.

In an ideal world, bosses would always manage work they understood deeply. But it isn’t always feasible.

Every boss can’t have deep knowledge of every follower’s expertise. When that happens, a boss’s job is to ask good questions…

When bosses make concerted efforts to understand what it feels like to be a customer, it makes gaps between knowledge and action vivid and helps them identify more effective repairs.

…reams of data aren’t enough… you need to understand what your customers do and how it feels to be them.

…beware… when people seem so smart that you can’t understand a word they say…

The best bosses battle unnecessary intricacy, serving as simplicity police who relentlessly reduce the emotional and cognitive effort required for turning knowledge into action.

…no matter how much you know, influencing others’ actions is impossible unless you can translate your brilliance into steps that human beings can grasp and apply.

…collective stupidity makes people feel far better than when they do the same, equally moronic things on their own.

…the best bosses and followers do what they propose.