 |
Once we understand how and when we need to reduce dissonance, we can become more vigilant about the process and often nip it in the bud, catching ourselves before we slide too far down the pyramid.
|
300 |
 |
When problems arise, performance lags, mistakes are made or unethical decisions are uncovered, Lazy Leadership chooses to put their efforts into building processes to fix the problems rather than building the support of their people.
|
147 |
 |
You make a difference when you are brave. Because you make others brave in the process.
|
139 |
 |
…disobeying can be good in organizations where rules, processes, and decisions do not make sense.
|
045 |
 |
The idea that we will say ‘no’ means we are potentially saving the company money, improving processes, and removing roadblocks which is a great thing!
|
069 |
 |
…that’s what makes the process of decline so terrifying; it can sneak up on you, and then – seemingly, all of a sudden – you’re in big trouble.
|
018 |
 |
Don’t be afraid of taking chances. Go for having a good time, because in the process a lot of other people just might have a good time, too.
|
125 |
 |
…to each his own. We all have our own process. The results are what matter.
|
144 |
 |
Consensus decisions about executives almost always sway the process away from strength and toward lack of weakness. It’s a lonely job, but somebody (only the CEO) has to do it.
|
129 |
 |
Without a well thought out, disciplined process for titles and promotions, your employees will become obsessed with the resulting inequities.
|
164 |
