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Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.

Gary Hamel

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Gary Hamel
Age: 71
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Matter
Concern
Deafness
Even
Seem
Truthfulness
Heart
Trust
Constancy
Simply
Mistrust
Interest
Goodwill
Also
Deaf
Seems
Concerns
Best
Interests
Amity

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In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
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Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.
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Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
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In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
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A titled leader relies heavily on positional power to get things done a natural leader is able to mobilize others without the whip of formal authority.
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Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
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In an increasingly non-linear economy, incremental change is not enough-you have to build a capacity for strategy innovation, one that increases your ability to recognize new opportunities.
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There are as many foolhardy ways to grow as there are to downsize.
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In an ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case.
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.
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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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At the heart of every faith system is a bargain: on one side there is the comfort that comes from a narrative that suggests human life has cosmic significance, and on the other a duty to yield to moral commands that can, in the moment, seem rather inconvenient.
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