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Firms that bill by the hour operate in a system that ensures that neither they nor their employees are rewarded for working more efficiently. Clients, in turn, may not get the best quality of work they could.
|
116 |
 |
How we feel profoundly influences how we perform. The problem is that much of the time, we’re not even aware of how we’re feeling…
|
123 |
 |
The more aware we are of what we’re feeling at any given moment, the more power we have to influence how we’re feeling.
|
124 |
 |
…become aware of the feelings that arise when you’re triggered, before you act on them.
|
135 |
 |
It’s up to each of us to find ways to invest our lives with meaning. Only then can we reap the rewards. Purpose and significance are not our birthrights.
|
239 |
 |
Mindfulness is the highest level of awareness most of us can develop in our everyday lives.
|
244 |
 |
The best leaders are those with the most spacious, embracing vision of their roles. The wider, deeper, and longer range our awareness is, the bigger our world becomes.
|
272 |
 |
…awareness requires recognizing that we’re ultimately interdependent. Together we can enrich and renew the world we share rather than hasten its demise.
|
273 |
 |
…leaders who want their organizations to succeed will once again have to reward, even cosset, those employees who have the best ideas.
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|
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…all of us can find tangible and intangible rewards in self-knowledge and self-control, because if you go on doing what you’ve always done, you’ll go on getting what you’ve always got – which may be less than you want or deserve.
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051 |
