Book Titles

…engagement [is] the central predictor of productivity, exceeding individual intelligence, personality, and skill.

It is necessary… to forcibly dismantle the old system and replace it with an entirely new managerial architecture.

…when they can see what’s going on, leaders understandably want to control what’s going on.

…our priority should be reaching the best possible decision that [can] be made in a time frame that allow[s] it to be relevant.

The risks of acting too slowly [are] higher than the risks of letting competent people make judgment calls.

Today, even the most clockwork of tasks… can benefit from some degree of innovation and creative thinking.

…today [2014], only 20 percent of workers feel empowered and act resourcefully; most feel disenfranchised or locked down.

With rising interdependence and unpredictability, the costs of micromanagement are increasing.

The less people’s job can be automated, the more you need them to take initiative, innovate, and think creatively. But despite the evidence of all these studies, few managers are willing to take this leap.

…as our environment erupts with too many possibilities to plan for effectively, we must become comfortable sharing power.