 |
We need to stretch our sense of what the future might bring, considering many possibilities, both good and bad…
|
199 |
 |
Even if we have a pretty good guess about the future, the research on overconfidence suggests that we’ll be wrong more often than we think.
|
201 |
 |
Fighting overconfidence means we’ve got to treat the future as a spectrum, not a point.
|
215 |
 |
…the key is to plan, envision, and articulate what you see in the future both for yourself and for your employees.
|
65 |
 |
…planning the future and reflecting on the past are valuable exercises, but doing this throughout your day interferes with what is front of you – your present.
|
155 |
 |
The more closely an organization and recruit share the same vision for the future, the more productive and fulfilling that relationship will be.
|
150 |
 |
Having a leadership disposition means mentally envisioning a better future for yourself, the tasks at hand, and those with whom you labor.
|
273 |
 |
The future belongs to people who see possibilities before they become obvious. – Ted Levitt
|
72 |
 |
The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.
|
108 |
 |
When we are giving negative feedback, we are asking the direct to behave differently. We’re not punishing the past mistake, because we’ve already forgiven it. Remember that our focus is on the future, not the past.
|
120 |
