There is no single right answer or path forward, but there is one right way to frame the problem.
Clayton M. ChristensenRead
Management is getting people together to figure out how to transform inputs into outputs. In the process of figuring out the process of how people work together, you've got to figure out who's got what responsibilities, and how do they work together.
Interpretation
Management involves organizing people to effectively convert resources into results.
This quote by Clayton M. Christensen emphasizes the essential role of management in coordinating individuals to optimize the conversion of inputs into outputs. It highlights the importance of understanding team dynamics, assigning responsibilities, and fostering collaboration to achieve desired outcomes effectively.
In practice
In a business meeting to discuss project roles and responsibilities.
There is no single right answer or path forward, but there is one right way to frame the problem.
Understanding motivation is one of the most important things we can do in our lives, because it has such a bearing on why we do the things we do and whether we enjoy them or not.
Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
There is no evidence that success in business will make us happy people or allow us to have happy families.
By definition, big data cannot yield complicated descriptions of causality. Especially in healthcare. Almost all of our diseases occur in the intersections of systems in the body.
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot more open to rethinking the fundamental way they do business.
To be the ultimate team, you must use your body and your mind. Draw up on the resources of your teammates. Choose your steps wisely and you will win. Remember, only teams succeed.
I never use the word 'I' when I interview someone. I think it's irrelevant.
Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.
You need people who have their own views, whose views you respect, whom you can have a productive disagreement with, and work out ideas which you might not have come up with, or who improve on ideas you had.
If you facilitate your subordinates' steady progress in meaningful work, make that progress salient to them, and treat them well, they will experience the emotions, motivations, and perceptions necessary for great performance.
As a coach, you've got to do what's best for the team. If guys don't like it, they're going to leave. If they stay and don't like it, well, your team's going to suck anyway. Even if this happens, you still have to do it. You can't coach worrying about any individual.
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