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People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.
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1 |
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Both thinking and feeling are essential… but the heart of change is in the emotions.
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2 |
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With a sense of urgency, an emotional commitment to others on the guiding team, and a deep belief in the vision, change leaders will make personal sacrifices.
|
94 |
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Never underestimate the power of clever people to help others see the possibilities, to help them generate a feeling of faith, and to change behavior.
|
112 |
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Without conviction that you can make change happen, you will not act, even if you see the vision. Your feelings will hold you back.
|
115 |
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Focus means more is achieved quickly. Quick achievements provide so much: a feeling of accomplishment, a sense of optimism.
|
129 |
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The emotions that undermine change include anger, false pride, pessimism, arrogance, cynicism, panic, exhaustion, insecurity, and anxiety.
|
180 |
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…employees hate feeling ignored – it’s even worse than focusing on their weaknesses. Some attention, no matter what form, is better than no attention.
|
82 |
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…there are just five triggers: location, time, emotional state, other people, and the immediately preceding action.
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23 |
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Being seen, feeling understood by others, matters deeply.
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31 |
