Quotes About Organization

The only way to get more done is to have less to do.

If the boss is constantly pulling people off one project to chase another, nobody's going to get anything done.

Just like work expands to fill the time available, work expands to fill the team available. Small, short projects quickly become big, long projects when too many people are there to work on them.

Stress is passed from organization to employee, from employee to employee, and then from employee to customer. Stress never stops at the border of work, either. It bleeds into life. It infects your relationships with your friends, your family, your kids.

Following group chat at work is like being in an all-day meeting with random participants and no agenda.

The fact is that the higher you go in an organization, the less you'll know what it's really like. It might seem perverse, but the CEO is usually the last to know. With great power comes great ignorance.

Just like work expands to fill the time available, work expands to fill the team available.

Stress is passed from organization to employee, from employee to employee, and then from employee to customer.

If we're struggling with trust issues, it means we made a poor hiring decision. If a team member isn't producing good results or can't manage their own schedule and workload, we aren't going to continue to work with that person. It's as simple as that. We employ team members who are skilled professionals, capable of managing their own schedules and making a valuable contribution to the organization. We have no desire to be babysitters during the day.

Accounting is a department. Marketing isn't.

Break that long list down into a bunch of smaller lists. For example, break a single list of a hundred items into ten lists of ten items. That means when you finish an item on a list, you've completed 10 percent of that list, instead of 1 percent. Yes, you still have the same amount of stuff left to do. But now you can look at the small picture and find satisfaction, motivation, and progress. That's a lot better than staring at the huge picture and being terrified and demoralized.

The big transition with a distributed workforce is going from synchronous to asynchronous collaboration

Long lists are guilt trips. The longer the list of unfinished items, the worse you feel about it. And at a certain point, you just stop looking at it because it makes you feel bad. Then you stress out and the whole thing turns into a big mess.

A small business with a handful of employees might be able to handle two or three concurrent small bets, while a large company with thousands of employees should probably be considering hundreds of potential small bets and implementing scores of them.

The ability of an organization to embrace radical change and reinvention is determined by the ego of the person in charge; substantive change is never initiated from the mid level or bottom ranks of an organization.

A.T. Kearney research shows that the best performing companies had five hundred fewer managers per billion dollars in sales than poorer performing organizations.

Culture is defined as the shared attitudes, values, goals, and practices of an organization; every group of people has a culture.

When a leader fails to provide the proper culture, one will still exist; it can best be described as one of every man for himself, each acting in his own best interests and to heck with the interests of the company.

There are two ways to run a big company: by rules or by values,

Decisions about who goes and who stays, who leads and who follows will determine any enterprise's ability to embrace constant change, growth, and reinvention.

The most natural action of a senior official is to breed junior officials.

CEOs and senior leaders who are thinking about leaving a company have effectively already left, and the biggest favor they can do the organization is to get out of the way and allow the business to change and grow.

A shared human condition is the desire to leave an organization on an even keel, with everyone sharing fond memories. Those desires are hardly the things that make risk taking, radical change, and reinvention possible.

Every entrepreneur thinks about how his or her idea will be scaled, or grown big enough and quickly enough to create a real competitive advantage. But scale can't happen until there are systems