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Start with why The ability to inspire those around you and to achieve remarkable things starts with WHY. Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. Those who start with WHY never manipulate, they inspire. The Five Big Ideas Your WHY is your purpose, cause or belief.  Every inspiring leader and organization, regardless of size or industry, starts with WHY People don’t buy WHAT you do, they buy WHY you do it. Knowing our WHY is essential for lasting success and the ability to avoid being lumped in with others. When your WHY goes fuzzy, it becomes much more difficult to maintain the growth, loyalty, and inspiration that helped drive your original success. Start with Why Summary Great leaders are able to inspire people to act. And those who are able to inspire give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained. “Most businesses today are making decisi

The One Minute Manager Builds High Performing Teams by Ken Blanchard Resonating Message Building a high performing team requires the identification of team needs, and correctly applying the right balance of support and direction required to address those needs. Chapter/Section in one sentence All teams go through similar stages of development — the stage can be determined by measuring them against the characteristics of high performing teams. Developing a high performing team involves three major skills: Diagnosis, Adaptability, and Empowerment Content is what the group is doing, process is how the group is doing it. A good leader needs to participate in the content, but observe and facilitate the process. During the first stage (Orientation) the team needs clear direction to set a solid foundation for the future work of the team. During the second stage (Dissatisfaction) the team experiences its power struggles and conflict as the team realize the task is harder than they initially e

Built to Last By Jim Collins and Jerry Porras Jerry Porras’ and Jim Collins’  Built to Last  is a philosophical blueprint based on research into the development of some of the United States’ most successful corporations. Recognizing struggling competitors whose businesses disappear after a period of time, Collins and Porras focus their research towards 18 bona fide, “visionary” companies and analyze them in accordance with guidelines they’ve set on what makes a good company. Selection criteria and research between the two authors was extensive, with attention paid towards companies with average founding dates of 1897 and prior along with a surefire system evaluating companies as start-ups, midsize companies, and large companies. In the face of sociological events, Porras and Collins wanted to answer the question “what makes the truly exceptional companies different from the other companies?” with an emphasis on timeless management principles instead of trends and innovations like emplo