Quotes About Leadership

when you have only one test, you don't have entrepreneurs, you have politicians, because you have to sell.

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

A visão é a parte inegociável da missão da equipe – é aquilo que faz você preferir fechar as portas a ter que ceder.

No es suficiente con pedir a los traabajadores que se esfuercen más. Nuestros problemas actuales están provocados por esforzarnos demasiado en las cosas equivocadas

How much time and energy should companies invest in infrastructure and planning early on in anticipation of success? Spend too much and you waste precious time that could have been spent learning. Spend too little and you may fail to take advantage of early success and cede market leadership to a fast follower.

company fail, it will be your fault. Most of the advice I've heard on this topic has suggested a kind

the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.

In my experience, whoever is left out of the discussion ends up being the target for blame. This is just as damaging whether the scapegoat is a junior employee or the CEO. When it's a junior employee, it's all too easy to believe that that person is replaceable. If the CEO is not present, it's all too easy to assume that his or her behavior is unchangeable. Neither presumption is usually correct.

Entrepreneurship is a kind of management.

Building an adaptive organization, in other words, requires executive leadership to sponsor and support the process.

For startups, the role of strategy is to help figure out the right questions to ask.

To facilitate learning, I have found it helpful to appoint a Five Whys master for each area in which the method is being used. This individual is tasked with being the moderator for each Five Whys meeting, making decisions about which prevention steps to take, and assigning the follow-up work from that meeting. The master must be senior enough to have the authority to ensure that those assignments get done

A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty.

All innovation begins with vision. It's what happens next that is critical. As

Process is only the foundation upon which a great company culture can develop.

Entrepreneurship is a kind of management. No, you didn't read that wrong.

Once a team is set up, what should it do? What process should it use? How should it be held accountable to performance milestones?

It was time for a pivot or persevere meeting.

Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an "island of freedom" where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five.

The parent organization has to make it clear who the innovator is and make sure the innovator receives credit for having brought the new product to life—if it is successful.

In 1911 Taylor wrote: "In the past, the man has been first; in the future, the system must be first." Taylor's prediction has come to pass.

established companies need to figure out how to accomplish what Scott Cook did in 1983, but on an industrial scale and with an established cohort of managers steeped in traditional management culture.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer's problem.

It is unfair to criticize these managers for their response; the criticism should be aimed at senior executives who failed to design a supportive system in which to operate and innovate.