 |
Over and over, the organizations that knew all there was to know about a technology or an industry failed to make the creative breakthroughs that would transform the business.
|
150 |
 |
Failing to deal with others sensitively as human beings prone to human reactions can be disastrous for a negotiation.
|
21 |
 |
If you have not thought carefully about what you will do if you fail to reach any agreement, you are negotiating with your eyes closed.
|
102 |
 |
Bad hires aren’t the only peril. Now the gravest mistakes may involve a failure to hire someone great.
|
11 |
 |
The best success stories become immortalized. They are held up as examples of courage and its rewards. The failures tend to disappear from sight.
|
152 |
 |
The dividing line between success and failure comes down to how well executives can manage their portfolio of guesses.
|
161 |
 |
If events don’t play out as planned, talent that shouts can turn impatient, selfish, or frustrated. After too many such failures, some leaders retreat. They would rather surround themselves with amiable plodders…
|
185 |
 |
Great talent is no substitute for the right talent. Glistening résumés have been caught up in some of the bitterest leadership failures.
|
187 |
 |
…there’s nothing like a round-the-clock battle against the demons of failure.
|
191 |
 |
Portray hardship and possible failure as selling points for your jobs, rather than as liabilities. Middle-of-the-pack candidates won’t want any part of this.
|
245 |
