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>qIf you have the right underlings (or inherit them) you might actually not need to do anything at all and succeed. Then again if you have the wrong underlings (or inherit them) then your job is hella-difficult.”

I think this paragraph is right on the money, but the ‘leader’ has more influence on their ‘underlings’ than you give them credit for. In this vein, I highly recommend “Turn the Ship Around!” by Marquet, which is the only good book on leadership I’ve managed to find.



Yeah if new CEO gives the middle management mission in the lines of - we need high productivity, lets be nice and supportive to our teams to get the best out of them since we believe core of our employees are smart hard working folks, it trickles down into thousand little (and not so little things).

Reverse also trickles some brown stuff down. CEO who doesn't care about that leaves stuff to middle management, who are often over-eager to please for the carrot on stick in form of bonuses.


Yeah it is that old saying, the best person to wield power is the one that doesn't want it. High pay and bonuses get rats into the ship, low pay makes no competent sailor want to join your crew.


Decided to check this book out because of this and it is actually extremely interesting. Thank you for mentioning it. Have you ever read “Failure is not an option” by Gene Kranz? It’s about turning NASA into a fully functioning organisation, and your book reminded me of it.


Yes, I enjoyed Kranz’s book as well, though I thought it was quite different. If you liked that, I might suggest “Moon Lander” by Thomas J Kelly, which was the basis for the “From the Earth to the Moon” episode “Spider” (also excellent). You may also enjoy “More than My Share of it All” by Clarence ‘Kelly’ Johnson, about the early history of Lockheed’s Skunk Works.




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