BOTTOMS UP

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THE NEW LEADER • Reminded people of deadlines, budgets, and other overall constraints. They made sure people had the information and other resources they needed. They kept the group focused on its fundamental purpose and the organization's overall needs • When conflict was becoming personal rather than focused on ideas, they provided valuable new data or insights. They created bridges with outside sources of support or important information. They constantly asked leading, probing questions—What about … ?, What if … ?, When … ?, Why … ?—that encouraged the group to test its ideas, reflect on what it was learning • Natural hierarchies often replace more formal ones. • Influence and status are determined more by contribution than by title. • Managing tensions in the organization is an ongoing issue … you don't want an organization that just salutes and does what you say. You want an organization that argues with you. And so you want to nurture the bottoms up, but you've got to be careful you don't just degenerate into chaos
“My job,” he said, “is to set the stage, not to perform on it.” THE NEW LEADER
Page 1: BOTTOMS UP
Page 5 and 6: innovation cannot be compelled or c
Page 7: OLD SCHOOL Over the past few decade
Page 12 and 13: WILLING & ABLE WILLING: bound by co
Page 14 and 15: TALENT IS CRITICAL • Even with th
Page 16 and 17: CONSCIOUS EXPERIMENTATION • Learn
Page 18 and 19: COLLABORATION • The process of in
Page 21: CREATIVE ABRASION …is a process i
Page 25: CREATIVE RESOLUTION …is the organ
Page 28 and 29: INDIVIDUAL VS COLLECTIVE PARADOX
Page 30 and 31: IMPROVISATION VS STRUCTURE PARADOX
Page 32 and 33: SUPPORT VS CONFRONTATION • How ca
Page 34 and 35: LEARNING VS PERFORMANCE PARARDOX
Page 36 and 37: PATIENCE VS URGENCY • They did in
Page 38 and 39: CREATIVE INTEGRATION OF THE PARADOX
Page 40 and 41: PURPOSE DRIVEN COMMUNITY • Purpos
Page 43: VALUES “Design was not just a ser
Page 46 and 47: TOMORROW’S LEADERS Idealists, yet
Page 49: THE OPPOSABLE MIND Working through

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