This is my summary of a book that echoes many principles I wholeheartedly endorse, Great at Work - How top performers do less, work better, and achieve more by Morten Hansen (who co-wrote Good By Choice with Jim Collins).
I have written previously that some authors write dismissively of military leadership and its applicability to modern business. I wonder how familiar they are with how modern elite military units actually operate? They might be surprised to know that military leaders have overcome many of the challenges of managing people in the modern era, challenges that business leaders are only just beginning to understand.
When Stephen Lynch addressed a standing-room-only crowd at the Entrepreneur's Organization conference in Salt Lake City earlier this month, he revealed the #1 regret business leaders have—and what to do about it:
The authors of, “What Really Works - The 4+2 Formula for Sustained Business Success” researched 160 large companies in equivalent industries over a 10 year period. The researchers looked at successful companies (winners), unsuccessful companies (losers), and also those whose performance changed for better or worse over the 10 year period (climbers and tumblers). They identified 8 management practices that were directly correlated with superior performance (in terms of total shareholder returns) over the 10 years.
I was recently asked to write a guest article for another software company here in San Francisco. They wanted to know how I would answer the following 2 questions:
It's difficult to keep pace with all the great business literature published these days. Here are some quotes from top thinkers to help you gain their most practical, actionable insights:1. Tracking Metrics
Steve Blank is a silicon valley author, entrepreneur, university lecturer, and pioneer of the Lean Startup movement. I read an interesting blog article by Steve about creating a “No Excuses” culture and thought I would explore the concept further.
Most management consultants deliver guidance in two broad categories: First, there’s the business side. Then there’s the human side. The two have become evermore intertwined.
I’ve learned many management lessons the hard way, but one of the most important was the realization that I can make things a lot easier on myself and achieve far better results if I hire the right people in the first place. That’s where the Topgrading methodology made a huge difference for me. I learned to follow a disciplined hiring methodology to ensure I only hire A-Players for every role.