• Leadership is Language - L. David Marquet
• A World without Email - Cal Newport
• One Mission - Chris Fussell
• A Paradise Build in Hell - Rebecca Solnit
• Follow-up Reading

Leadership is Language - L. David Marquet

The Hidden Power of What You Say and What You Don't

Outline: (top two levels)

• Foreword
• Introduction
  • Turning the ship around
  • Leadership is language
  • Spreading the word about language
  • A new leadership playbook
  • Balancing deliberation and action
  • How did we get here?
• Chapter 1: Losing El Faro
  • Tuesday
  • Wednesday
  • The language of vulnerability
  • Thursday
  • The danger of old thinking in new situations
  • Share of voice
• Chapter 2: The New Playbook
  • Anchored to an outdated playbook
  • Embracing vs. reducing variability
  • Redwork and Bluework
  • The end of blueworkers and redworkers
  • Can I get some thinking?
  • Red-blue approaches
  • The rhythm of redwork-bluework
  • The thinking animal
  • The brain's response to stress and motivation
  • Adapting for the future
• Chapter 3: Exiting Redwork: Control the Clock
  • Who's to blame?
  • How to control the clock
    • ...
• Chapter 4: Into the Bluework: Collaborate
  • How to collaborate
    • ...
  • Establish the right hypothesis
• Chapter 5: Leaving Bluework Behind: Commit
  • Consequences of compliance
  • How to commit
    • ...
  • What do committing statements sound like?
  • Coulda, Woulda, Shoulda
  • In for a penny, in for a pound: escalation of commitment
  • Separate the decision-maker from the decision-evaluator
• Chapter 6: The End of Redwork: Complete
  • Completion is critical
  • Keep on rollin'
  • How to complete
    • ...
• Chapter 7: Completing the Cycle: Improve
  • When to improve
  • Aim for discontinuous improvement
  • All together now
  • The "be good" self vs. the "get better" self
  • Our three emotional needs
    • ...
  • It's my life
  • Overcoming learned helplessness
  • How to improve
    • ...
  • Using the timeline as a tool
  • Thinking as a team
  • Study of pilots shows it's all true
  • A lesson from agile management
• Chapter 8: The Enabling Play: Connect
  • Hierarchy first
  • How to connect -- underlying requirement for all plays
    • ...
  • Patient Elliot
  • Gambling in Iowa
  • Humans and Hierarchy
• Chapter 9: Applying the Redwork-Bluework Principles in Workplace Situations
  • A quick recap of our new playbook
  • Interference or controlling the clock: when to exit redwork
  • Enough talk already: managing a change initiative
  • We can't stop, we're going too fast: pausing to improve
  • All quiet on the idea front: using connect to make it safe
  • I'm starting to think it's you not me: more effective collaboration
  • Getting commitment instead of compliance
  • Put your own mask on before helping others
  • Avoiding the pitfalls of the old playbook
  • Using red-blue thinking to control situations better
  • Making it safe for my boss
  • Job descriptions, hiring, and evaluations
• Chapter 10: The Red-Blue Operating System
  • The perils of goal setting
  • Strict goals + steep hierarchies = unethical behaviour
  • The red-blue annual cycle
  • Just sell one engine
  • Revisiting agile
  • Bluework at the tactical level: deliberate action
  • Self-regulation
  • Lifelong learning
• Chapter 11: Saving El Faro
  • Monday
  • Wednesday
  • Friday
• Acknowledgments
• Further Reading
• Glossary
• Notes
• Index

A World without Email - Cal Newport

Reimagining Work In An Age Of Communication Overload

Outline:

• Introduction: The Hyperactive Hive Mind
• Part 1: The Case Against Email
  • Email Reduces Productivity
  • Email Makes Us Miserable
  • Email Has a Mind of Its Own
• Part 2: Principles for a World Without Email
  • The Attention Capital Principle
  • The Process Principle
  • The Protocol Principle
  • The Specialization Principle
• Conclusion: The Twenty-First-Century Moonshot
• Acknowledgements
• Notes
• Index

One Mission - Chris Fussell

How Leaders Build a Team of Teams

Outline:

• Foreword by General Stanley McChrystal
• Introduction
• One Mission
• The Hybrid Model
  • Case Study: Intuit
• Interconnection
  • Case Study: Oklahoma Office of Management and Enterprise Services
• Operating Rhythm
  • Case Study: Under Armour
• Decision Space
  • Case Study: Medstar
• Liaisons
  • Eastil Secured
• Conclusion
• Appendix: Chief of Staff
• Acknowledgements
• Notes
• Index

A Paradise Build in Hell - Rebecca Solnit

The Extraordinary Communities That Arise in Disaster

Outline:

• Preface to the Revised Edition
• Prelude: Falling Together
• I. A Millenial Good Fellowship: The San Francisco Earthquake
  • The Mizpah Cafe
  • Pauline Jacobson's Joy
  • General Funston's Fear
  • William James's Moral Equivalents
  • Dorothy Day's Other Loves
• II. Halifax to Hollywood: The Great Debate
  • A Tale of Two Princes: The Halifax Explosion and After
  • From the Blitz and the Bomb to Vietnam
  • Hobbes in Hollywood, or the Few Versus the Many
• III. Carnival and Revolution: Mexico City's Earthquake
  • Power from Below
  • Losing the Mandate of Heaven
  • Standing on Top of Golden Hours
• IV. The City Transfigured: New York in Grief and Glory
  • Mutual Aid in the Marketplace
  • The Need to Help
  • Nine Hundred and Eleven Questions
• V. New Orleans: Common Grounds and Killers
  • What Difference Would It Make?
  • Murderers
  • Love and Lifeboats
  • Beloved Community
• Epilogue: The Doorway in the Ruins
• Gratitude
• Notes
• Index

Follow-up

• More on Leadership is Language
• More on One Mission
• Remember also: (via brevity principles)
  • Noise - Joe McCormack
  • Brief - Joe McCormack
• Check out: Walkaway (fiction)