 |
The most senior and savvy [executives] know the value of sacrificing the seemingly urgent for the truly important…
|
200 |
 |
As a result of having no real idealistic boundaries, they [executives] operate in a largely reactive, shortsighted way, being overly tactical and opportunistic.
|
83 |
 |
If an executive has a background of cutting corners or of dishonesty, the organization and everyone inside it eventually will pay a price.
|
113 |
 |
High-skilled performance, including business executives, will have some kind of coach. There will be too much value at stake…
|
202 |
 |
’You get what you give’ should be emblazoned on the office walls of all executives wondering why their employees are indifferent to the goals of the company.
|
106 |
 |
So much depends on executive skill and so much depends on their values, and it is in tough times that the qualities are truly tested and appreciated.
|
178 |
 |
A workforce appreciates an executive who lacks pretense and pomposity.
|
211 |
 |
…the perfect executive does not exist, and this is discovered – sometimes with shock and dismay – after the new person is on board.
|
342 |
 |
Pettiness is as prevalent in the executive suite as it is on the shop floor, as any senior manager can tell you.
|
353 |
 |
…even the seasoned managers and executives at the world’s best-run companies struggle to consistently develop and launch innovative new products.
|
72 |
