Notes on leading high-performing teams.

Leadership, motivation, and the difference between tasks, responsibilities and results.

• 1.1Leadership and objectives
• 1.2High-performing teams
• 1.3The path of development
• 1.4How demanding should you be?
• 1.5Short- and long-term objectives
• 1.6Defining objectives: tasks, responsibilities or results?
• 1.7Autonomy
• 1.8Motivation
• 1.9Two-dimensional objectives
• 1.10Objectives and strategy

How a team is built, developed, and —when needed— taken apart.

• 2.1Team structure
• 2.2Recruiting
• 2.3Development
• 2.4Promotions and rotations
• 2.5Letting people go
• 2.6When to retain

Planning, executing, and analyzing. And the individual side of a leader's work.

• 3.1Stage I: Planning
• 3.2Stage II: Execution
• 3.3Communication, key to execution
• 3.4Stage III: Analysis
• 3.5Individual performance
• 3.6The soft skills of leadership
• 3.7The administrative side of leadership

What culture is, how it's built, and three cases worth looking at closely.

• 4.1Definition and structure of culture
• 4.2Creating culture
• 4.3Elements that generate culture
• 4.4Cultural values of high performance
• 4.5The IBM case
• 4.6The Zappos case
• 4.7The case of the friends Lemann, Telles and Sicupira

The work on yourself: reflection, study, career and life decisions.

• 5.1Reflecting on execution
• 5.2Interactions with other colleagues
• 5.3Studying courses and other content
• 5.4Our own career path
• 5.5To start a company or not
• 5.6Personal life and work life