Summary of Fred Kofman's The Meaning Revolution

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 I asked the managers to introduce themselves, and when they did, I challenged them to a wager: if they didn’t know what their job was, they would have to bet a hundred dollars that they didn’t know. Most of them raised their hands.

#2 The primary job of each and every member of the team is to help the team win. The primary job of a defensive player is to help the team win. The primary job of an offensive player is to help the team win.

#3 The customer retention representative struggled with the sound clip of his conversation with Ryan Block. He was trying to do his job, which was to help his company be better, but he ended up doing a great disservice to Comcast through a public relations fiasco.

#4 Leadership is the process of eliciting the internal commitment of others to accomplish a mission in alignment with the group’s values. Leadership is about getting what can’t be taken, and deserving what is freely given.

• Language: English
• Publisher: IRB Media
• Release date: May 5, 2022
• ISBN: 9798822506121

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Insights on Fred Kofman's The Meaning Revolution

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 1

#1

I asked the managers to introduce themselves, and when they did, I challenged them to a wager: if they didn’t know what their job was, they would have to bet a hundred dollars that they didn’t know. Most of them raised their hands.

#2

The primary job of each and every member of the team is to help the team win. The primary job of a defensive player is to help the team win. The primary job of an offensive player is to help the team win.

#3

The customer retention representative struggled with the sound clip of his conversation with Ryan Block. He was trying to do his job, which was to help his company be better, but he ended up doing a great disservice to Comcast through a public relations fiasco.

#4

Leadership is the process of eliciting the internal commitment of others to accomplish a mission in alignment with the group’s values. Leadership is about getting what can’t be taken, and deserving what is freely given.

#5

As a father-leader, you not only want your children to do their schoolwork, but you also want them to enjoy doing it. You want them to do it because they want to do it, not because you force them to do it.

#6

A leader who offers this deal is asking for your unbridled enthusiasm in return. They are asking you to give your all in service of their great project. They are asking you to exemplify their values and culture, and to hold others accountable for doing the same.

#7

The Meaning Revolution addresses two fundamental questions: why organizations lose and how they can win. It answers the toughest questions: how to align self-interested individuals in the pursuit of a common goal, and how to get people who are fundamentally interested in their own agendas to cooperate with one another in pursuit of a shared purpose.

#8

The most difficult organizational problem is aligning self-interested members in pursuit of a common goal. This cannot be done through economic incentives. The second most difficult organizational problem is getting the right information to the right people at the right time and in the right format to make the right decisions.

#9

Transcendent leadership relies on the inspirational power of nonmaterial incentives. These include employees’ personal sense of meaning, achievement, and self-esteem, as well as shared values and ethics.

#10

An engaging organization enables people to achieve all three of their highest desires: to live, to love, and to leave a legacy. It is the ultimate club of happiness and enthusiasm.

#11

The CEO of Aetna, Mark Bertolini, was skiing with his family when he lost control and broke his neck. He was in constant