 |
…no matter how much you know, influencing others’ actions is impossible unless you can translate your brilliance into steps that human beings can grasp and apply.
|
142 |
 |
As a boss, you can’t always know (let alone control) how other people react to you.
|
202 |
 |
…social savvy is knowledge. It’s a set of skills that have to be learned… the place where we seem to get these kinds of attitudes and skills is from our families.
|
102 |
 |
Quitting is the tool that allows you to make that different decision when you learn [about] new information. It gives you the ability to react to the way the world has changed, your state of knowledge has changed, or how you have changed.
|
12 |
 |
Just as the Sirens of mythology lured sailors toward their song, we are lured to persevering because we want to know. It’s the only way to avoid those ‘what ifs.’
|
15 |
 |
Knowing is not the same as doing.
|
104 |
 |
If senior managers and know-how managers share a common view of the industry, the likelihood of their acknowledging changes in the environment and responding in an appropriate fashion will greatly increase.
|
135 |
 |
Visionary leaders and great innovators follow that feeling in their hears; they know without knowing.
|
119 |
 |
Under an editor’s hand, knowledge brings a competitive edge. It expounds and justifies a point of view or positioning. But not just as a white paper, but rather as a dynamic program.
|
089 |
 |
Whatever your defining moment or moments are to you, you know it when you feel them.
|
002 |
