 |
People create guiding team problems. Once you see the issues, you can steer clear of the pitfalls. That’s the power of insight.
|
49 |
 |
In cases of highly successful change, people begin by confronting the issue.
|
104 |
 |
All the listening in the world can’t make up for failing to assert the one issue that matters to you…
|
234 |
 |
…conflict is constructive when people argue over ideas rather than personality or relationship issues…
|
82 |
 |
Pick one issue that matters and ‘attack’ it until it doesn’t matter anymore.
|
192 |
 |
…on the other side of your toughest issue is worth it: relief, success, freedom from stress, happiness, a high-performing team, a fulfilling personal relationship.
|
125 |
 |
Come straight at the issue. Get right to the point.
|
147 |
 |
Half the battle is identifying and resolving the real issues, as opposed to dwelling on symptoms illustrated with long stories.
|
234 |
 |
Clarifying things on the front end, when they first appear on the radar, rather than on the back end, after trouble has developed, allows people to reap the benefits of managing action.
|
21 |
 |
Conflict is about issues and ideas, while accountability is about performance and behavior.
|
60 |
