 |
The more complex the issues are, the more levels of management should be involved because people from different levels… bring completely differently points of views and expertise to the table…
|
114 |
 |
Constructively debating tough issues and getting somewhere is only possible when people can speak their minds without fear of punishment.
|
117 |
 |
Remember this: You never do your best work when you are desperate for cash. Once money becomes an issue, you are too stressed out to let the creative juices flow.
|
130 |
 |
Whenever emotions matter, whenever subtlety counts, whenever the issues are complex and in need of explanation… these are just some of the times when it’s best that we are there in person, without distractions.
|
086 |
 |
Don’t get too busy to care for yourself. This may seem obvious, but millions of hardworking, smart people neglect basic issues of self-care.
|
212 |
 |
The issue is not that teams never work, but that team dynamics are powerful but delicate, and expansion is a surefire way to break them.
|
127 |
 |
Board meetings are the time and place for discussing strategic issues – not for conveying the factual information contained in reports.
|
082 |
 |
The real issue is not the number of hours we sit behind a desk but the energy we bring to the work we do and the value we generate as a result.
|
004 |
 |
…the most effective leaders are the ones who can skillfully address risky political and emotional issues.
|
105 |
 |
Looking for signs a conversation is needed include: silence, avoiding of issues, withdrawing from the conversation, lack of participation, attacking behavior, control issues, physical distractions, and emotional outbursts.
|
123 |
