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An important duty of any leader is to absorb a large part of that complexity and ambiguity, passing on to the organization a simpler problem—one that is solvable. Many leaders fail badly at this responsibility, announcing ambitious goals without resolving a good chunk of ambiguity about the specific obstacles to be overcome. To take responsibility is more than a willingness to accept the blame. It is setting proximate objectives and handing the organization a problem it can actually solve.
Good Strategy/Bad Strategy
Rumelt, Richard
If someone were to abuse me to my face, I would think about the person’s hidden goal. Even if you are not directly abusive, when you feel genuinely angry due to another person’s words or behavior, please consider that the person is challenging you to a power struggle.
The Courage to Be Disliked
Ichiro Kishimi
The oldest story is that of two sides who don’t agree with each other.
The question “Why don’t you agree with me?” can have infinite answers. Sometimes one side is selfish, or stupid, or blind, or uninformed.
But usually a better question is, “What have you experienced that I haven’t that makes you believe what you do? And would I think about the world like you do if I experienced what you have?”
Same as Ever
Morgan Housel
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