 |
For individuals’ behavior to change, you’ve got to influence not only their environment but their hearts and minds. The problem is this: Often the heart and mind disagree, fervently.
|
5 |
 |
Very few hearts are rejected. It is the armor that seals us off from one another that causes us to move so awkwardly through life.
|
198 |
 |
…how do you decide what to do at any given point?… trust your heart. Or your spirit. Or… your gut, the seat of your pants, your liver, your intuition – whatever works for you…
|
204 |
 |
At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team.
|
27 |
 |
Employees in every organization, and at every level, need to know that at the heart of what they do lies something grand and aspirational.
|
82 |
 |
…carefully choose your partners, be they individuals, companies, or nations.
|
45 |
 |
Following one’s moral compass is for neither the faint of heart nor the cold of feet.
|
76 |
 |
If the CEO is the mind of the organization, employees are the heart. The corporate culture is the soul.
|
166 |
 |
…resolutions [are] more likely to be kept if they [are] made in the presence of other people, especially to a romantic partner.
|
177 |
 |
Whether we like it or not, our sparring partners will use mechanized intelligence during their business contests.
|
12 |
