 |
Skills are the ‘how-tos’ of a role. They are capabilities that can be transferred from one person to another.
|
87 |
 |
The power of skills and knowledge is that they are transferable from one person to another… In contrast, the power of talent is that it is transferable from situation to situation.
|
92 |
 |
Competencies are part skills, part knowledge, and part talent. They lump together, haphazardly, some characteristics that can be taught with others that cannot.
|
93 |
 |
…we now know that excellence in every role requires distinct talents and that these talents, unlike skills and knowledge, are extraordinarily difficult to train.
|
201 |
 |
Becoming an effective coach is the most important skill any manager can develop.
|
85 |
 |
Being able to say no is not a skill that runs parallel to the skill of receiving feedback well; it’s right at the heart of it. If you can’t say no, then your yeses are not freely chosen.
|
209 |
 |
People sometimes seek attention by holding the relationship hostage because they don’t have the skills to express their feelings of insecurity, anxiety, or hurt in any other way.
|
213 |
 |
The truth is, at any time you are changing habits or approach, or working on a new skill, you are likely to get worse before you get better.
|
272 |
 |
…feedback lives (or dies) amid the trust, credibility, relationship, and communications skills between giver and receiver.
|
294 |
 |
Talent – how fast we improve in skill – absolutely matters. But effort factors into the calculation twice, not once.
|
42 |
