 |
When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than a rational weighting of gains, losses, and probabilities.
|
252 |
 |
…effective executives do not splinter themselves. They concentrate on one task if at all possible.
|
349 |
 |
Effective executives try to focus on jobs they’ll do especially well.
|
359 |
 |
Even the most brilliant executive is human and thus prone to mistakes and prejudices.
|
374 |
 |
Knowledge is useless to executives until it has been translated into deeds.
|
377 |
 |
Time is an executive’s scarcest and most precious resource. And organizations… inherently time wasters.
|
390 |
 |
Executives also owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
|
418 |
 |
Good executives focus on opportunities rather than problems.
|
445 |
 |
Above all, effective executives treat change as an opportunity rather than a threat.
|
447 |
 |
Effective executives put their best people on opportunities rather than on problems.
|
463 |
