 |
You need to trust your calendar as sacred territory, reflecting the exact hard edges of you day’s commitments…
|
146 |
 |
…when you really take on the responsibility to capture and track what’s on your mind, you’ll think twice about making commitments internally that you don’t really need or want to make.
|
246 |
 |
People will not actively commit to a decision if they have not had the opportunity to provide input, ask questions, and understand the rationale behind it.
|
48 |
 |
The ultimate point of building greater trust, conflict, commitment, and accountability is one thing: the achievement of results.
|
65 |
 |
…the key to quickly sizing up the organization’s progress and deciding where to spend scarce resources is by keeping the evaluation process as simple as possible.
|
180 |
 |
…the single biggest factor determining whether an organization is going to get healthier – or not – is the genuine commitment and active involvement of the person in charge.
|
191 |
 |
…the twenty-first century will require a commitment to finding approaches to knowledge work that can generate much better returns.
|
104 |
 |
Don’t let things fall through the cracks, and if you commit to doing something by a certain time, hit the deadline, or explain why you need to shift it.
|
130 |
 |
Most knowledge workers are so entangled in obligations and commitments and legacy methods of getting things done that there’s often no easy way to reduce this load in one bold move.
|
238 |
 |
Reprove faults in a way that keeps intact self-confidence and commitment to do better.
|
59 |
