 |
The brain is plastic, constantly resculpting its circuitry as we go through our day. Whatever we are doing, as we do it our brain strengthens some circuits and not others.
|
178 |
 |
People make their choices about where to focus based on their perception of what matters to leaders.
|
211 |
 |
The mind’s executive, the arbiter of where our focus goes, manages both the concentration that exploitation requires and the open focus that exploration demands.
|
218 |
 |
There’s a strong case that leaders need the full range of inner, other, and outer focus to excel – and that a weakness in any one of them can throw a leader off balance.
|
224 |
 |
…a leader can be very smart but not necessarily have the focusing skills that come with emotional intelligence.
|
226 |
 |
The largest lens for our focus encompasses global systems; considers the needs of everyone, including the powerless and poor, and peers far ahead in time.
|
258 |
 |
When we focus attention on something, we immediately come to see it as more significant to us.
|
426 |
 |
Five days provide enough urgency to sharpen focus and cut out useless debate, but enough breathing room to build and test a prototype without working to exhaustion.
|
40 |
 |
If you want better results, then forget about setting goals. Focus on your system instead.
|
24 |
 |
When all of your hard work is focused on a particular goal, what is left to push you forward after you achieve it?
|
26 |
