CHAPTER 3
Agents of Change—Corporate Sentinels
Teams do not develop themselves. They require systematic hard work. To build a successful team, you don’t start out with people—you start out with the job. You ask: What are we trying to do? Then, what are the key activities (to achieve our results)? … Then, and only then, do you ask: What does each of the people at the top have by way of strength? How do the activities and skills match? … You identify individual strengths, then you match the strengths with key activities. And position your players to take action.
Peter Drucker
Every play, campaign, or endeavor seeking widespread impact among a population of good size must have its protagonists and must be ready to face antagonists as well. So ...
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