 |
Overloading the decision makers with information… makes picking up that signature harder, not easier. To be a successful decision maker, we have to edit.
|
183 |
 |
Whenever we have something that we are good at – something we care about – that experience and passion fundamentally change the nature of our first impressions.
|
184 |
 |
…when we are outside our areas of passion and expertise, our reactions are invariably wrong. It just means that they are shallow.
|
184 |
 |
Our unconscious thinking is, in one critical respect, no different from our conscious thinking: in both; we are able to develop our rapid decision making with training and experience.
|
237 |
 |
The ability to convey confidence isn’t something most bosses are born with; they learn it through mentoring and experience.
|
52 |
 |
Irrational commitment to an anointed start who is really a loser can happen to any boss, no matter how experienced they are or how high the stakes.
|
118 |
 |
…study after study shows that when people experience some control over their lives, they enjoy better physical and mental health.
|
190 |
 |
A major flow experience can improve our mood for hours, or even days… But because it’s such a state of extreme engagement, it eventually uses up our physical and mental resources.
|
38 |
 |
We do autotelic work because it engages us completely, and because intense engagement is the most pleasurable, satisfying, and meaningful emotional state we can experience.
|
46 |
 |
Extroverts are simply more likely to seek out the experiences that create social bonding and affections. As a result they are liked and better supported than introverts…
|
91 |
