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Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
Most teams are naturally flat; they have fewer members than a large enterprise, which allows for in
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Chris Fussell:
Leaders in an interconnected organization must be comfortable sitting in the middle of a network, nChris Fussell:
In the military, and in business, the most elite and effective teams I've seen or been part of areChris Fussell:
By providing clear objectives for your team, and setting guardrails for how they get there, you wilChris Fussell:
As a leader, you sit at a different level of perspective from your team, either with line of sightChris Fussell:
Before you can trust your team to make decisions better than you would have, you need to build theiChris Fussell:
There is clearly risk associated with empowering your team to make more and faster decisions at a lChris Fussell:
As a leader, you must consistently drive effective communication. Meetings must be deliberate and iChris Fussell:
It's difficult to feel as though you are truly being effective at work. Many of us feel trapped inChris Fussell:
If you're trying to stay productive, stop and think, 'Are my meetings actually productive, or are wChris Fussell:
There's a difference between doing things right and doing the right thing.