- The search
- Compared do what?
- Inside the black box
- CEOs came from inside (10 of 11)
- no link with executive compensations
- strategy was not key
- focused on what not to do, and what stop doing
- technology accelerates transformation, but do not cause it
- mergers ans acquisitions did not matter
- no need to motivate, align or manage change
- some companies were in terrible markets, but they achieved great results anyway
- Chaos to Concept
- disciplined people, thought and action
- fly-wheel
- Level 5 leadership
- First Who… Then What
- Confront the Brutal Facts (Yet never lose faith)
- The Hedghog Concept
- A Culture of Discipline
- Technology Accelerators
- The Flywheel and the Doom Loop
- From Good to Great to Built to Last
- The timeless “Physics” of Good to Great
- it’s highly valued to have a remarkable online presence (blog, github, twitter, presentations, etc). But some very quite people that I know are just he best.
- software industry suffers with this (dhh is a race runner)
- do not recognize others people contributions to the industry
- they give different names to the same thing, so they can be the “creator” of something
- not only company, but something bigger than yourself
- the community, the country, the industry standards
- probably because of the huge effort on “who” not “what”
- correlates to Chapter 3 (First who… then what)
- what about juniors?
- cut people right upfront if they are not going to make it in the longer term
- to keep people around for years and not been sure if they are going to make it, that is ruthless. They could go around and find other thing to do with their time.
- if in doubt, don’t hire - keep lookin.
- when you know you need to make a people change, act.
- “The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.”
- talked so much about Douglas Pereiro to Estela… so much wasted energy
- “Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance”
- who sits where is important
- put your best people on your biggest opportunities, not your biggest problems.
- balance
- relationship between people at work place
- fit?
- lead with questions, not answers.
- engage in dialogue and debate, not coercion.
- conduct autopsies, without blame.
- build “red flag” mechanims.
- bold movements, like selling the mills, targeting other markets, moving from nuclear to steel manufacturing, whatever it takes to attain success.
- For god sake… do not compare this to business.
- “retain faith that you will prevail in the end and you must also confront the most brutal facts of your current reality”
“Turning Goals into Results: The Power of Catalytic Mechanisms,” Harvard Business Review, July–August, 1999.
- potencializando jovens talentos para terem uma carreira de impacto?
- o mais capaz em conhecer o jovem
- o mais capaz em orientá-lo nas suas decisões de carreira
- número de jovens impactados por unidade monetária?
- one more worthless analogy with Einstein theory
- self-disciplined people
- bureaucratic cultures arise to compensate for incompetence
- stop doing lists
- walgreen: from crawl, to walk, to run