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It’s all fine and good for a leader to expect the people to trust them, but if the leader doesn’t trust the people, the system will fail. For trust to serve the individuals and the group, it must be shared.
|
92 |
 |
By imagining failure in advance… you can anticipate some of the potential problems and avoid them once the actual project begins.
|
107 |
 |
One way that groups cohere is through storytelling. But the stories your group tells should not only be tales of triumph. Stories of failure and vulnerability also foster a sense of belongingness.
|
208 |
 |
Mind-reading failures happen to all of us. They lie at the root of countless arguments, disagreements, misunderstandings, and hurt feelings.
|
196 |
 |
Mind-reading failures… aren’t always as obvious and spectacular as other breakdowns in rapid cognition… They are subtle and complex and surprisingly common…
|
197 |
 |
The success or failure of every boss hinges on how well or how badly he or she navigates these vexing and all-too-human relationships.
|
13 |
 |
Experiments… show that managers who took responsibility for bad events like pay freezes and failed projects were seen as more powerful, competent, and likable than those who denied responsibility.
|
62 |
 |
…the best leaders… use failure as an opportunity for learning rather than finger pointing.
|
78 |
 |
A host of renowned bosses talk about the importance of thanking people, about the power of this small gesture, and how failure to express appreciation to people who are working their tails off is a sign of disrespect.
|
96 |
 |
Expressing gratitude is especially important when the stench of failure is in the air. These are times when people most need support from the boss and each other.
|
97 |
