 |
The evaluation we give people is a reflection of our own (or our organization’s) preferences, assumptions, values, and goals.
|
70 |
 |
…when we think about the consequences of feedback, the goal is not to dismiss them or pretend they don’t matter. The goal is to right-size them, to develop a realistic and healthy sense of what might happen and respond…
|
176 |
 |
…I think one top-level professional goal, rather than any other number, is ideal.
|
66 |
 |
…you can, in fact, modify your self-talk, and you can learn to not let it interfere with you moving toward your goals.
|
193 |
 |
…make no mistake. For anyone striving for high performance in the workplace, goals are very necessary things.
|
9 |
 |
…specific hard goals ‘produce a higher level of output’ than vaguely worded ones.”
|
9 |
 |
For sound decision making, esprit de corps, and superior performance, top-line goals must be clearly understood throughout the organization.
|
49 |
 |
…people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission.
|
50 |
 |
To make reliable progress… a manager must be able to measure… performance and results against the goal. – Peter Drucker
|
50 |
 |
For individuals… selective goal setting is the first line of defense against getting overextended.
|
56 |
