Leadership Lattice
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Managing SelfManaging IndividualsManaging TeamsProducts and MarketsManaging ImpactOthers
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High Output ManagementManagerial leverage dramatically impacts organizational output.
Motivate employees by “shaping the field” based on what drives them.
Manage in the context of task-relevant maturity.
Use performance reviews to improve performance.
When an employee quits, it’s the manager’s fault.
Recycle high achievers who are over-promoted.
Training is the manager’s job.
Meetings are a medium of work.
Decisions are the output of a process framed by six questions.
As organizations grow speed decreases while leverage increases.
Functional teams increase leverage, mission-oriented teams increase speed.
Dual reporting increases both leverage and speed.
Manage teams by setting expectations and cultural values.
Focus on vital, measurable indicators of output.
Manage short-term objectives based on long-term plans.
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The Hard Things about Hard Things by Ben Horowitz* Keeping a clear head, embracing the struggle of being an entrepreneur
* Enjoying the work
* Face the hard decisions head on
* Tell things like it is
* Rephrase the worst case scenario
* Some very specific hiring tips - like hiring for strength vs. lack of weakness,
* How large Organisations are slowed down by single people
* Minimise Politics by hiring for the right type of ambition, maintaining strict policy on org design, promoting based on performance, and ensuring 1:1's are held. Ben is a subscriber to the Andy Grove school of thought so OKR's make their way into The Hard Things as well.
* Good Product Managers vs. Bad Product Managers, a guide that continues to be relevant in the world of product management today.
* Wartime CEO (vs Peacetime CEO), a mode of operating (defined by competitive market position) that changes all the rules of operation
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Good to Great by James C. CollinsLevel 5 leadership is the art of showing determinism and humilityLevel 5 leadership is the art of showing determinism and humility
The culture of discipline
The culture of disciplineConfronting the Brutal Facts
The Hedgehog Concept
Technology accelerators
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The Fifth Discipline by Peter SengeDeveloping Personal MasteryCreating Team LearningMental ModelsCreating a Shared VisionSystems Thinking: Integrating all the other disciplines together
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Radical Candor by Kim Scott* a manager should care about their employees, and at the same time: challenge them to do the best work possible
* Guidance, team, and results
* The Getting Stuff Done framework
* The role of the boss as the editor
* need both rock stars and superstars
* Creating a culture of listening
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The Five Dysfunctions of a Team by Patrick Lenconi* Dysfunctions: Absence of trust, Fear of conflict, Lack of commitment, Avoidance of accountability, Inattention to results
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The Lean Startup by Eric Ries
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Zero to One by Peter Thiel
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The Innovators Dilemma by Clayton Christensen
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Crossing the Chasm by Geoffrey Moore
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Setting the Table by Danny Meyer
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The Sprint Book by Jake Knapp
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The Startup Owners Manual by Steve Blank
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High Growth Handbook by Elad Gill
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Blitzscaling by Reid Hoffman
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Start with Why by Simon SinekBrands and WhyBrands and Why
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