...in the words of Max DePree: "Management has a lot to do with answers. But leadership is a function of questions. And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?' but 'Who do we intend to be?'"
In large organizations the dilution of information as it passes up and down the hierarchy, and horizontally across departments, can undermine the effort to focus on common goals.
There are managers so preoccupied with their e-mail messages that they never look up from their screens to see what's happening in the nondigital world
Today many American corporations spend a great deal of money and time trying to increase the originality of their employees, hoping thereby to get a competitive edge in the marketplace. But such programs make no difference unless management also learns to recognize the valuable ideas among the many novel ones, and then finds ways of implementing them.
The happiest people spend much time in a state of flow - the state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.
In knowledge-intensive business settings, where every manager has to oversee massive amounts of information as well as people, facilitating the use of psychic energy becomes a primary concern.
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