 |
By adjusting our behavior to mirror the person you are talking to, he’ll automatically feel more comfortable.
|
154 |
 |
Without committing to a clear plan of action… people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
|
189 |
 |
…a leader’s ability to personally model appropriate conflict behavior is essential.
|
206 |
 |
In the context of teamwork, [accountability] refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.
|
212 |
 |
The enemy of accountability is ambiguity, and even when a team has initially committed to a plan or a set of behavioral standards, it is important to keep those agreements in the open so that no one can easily ignore them.
|
214 |
 |
The moment people feel that we’re trying to persuade them, our behavior takes on a different meaning.
|
155 |
 |
…[extrinsic rewards], when used as a primary means of incentivizing behavior in a work environment, can’t and don’t breed trust, loyalty or commitment.
|
253 |
 |
When we divorce ourselves from humanity through numerical abstraction, we are… capable of inhuman behavior.
|
127 |
 |
…endings of all kinds… shape our behavior in four unpredictable ways. They help us energize. They help us encode. They help us edit. And they help us elevate.
|
146 |
 |
…when people near the end of the arbitrary marker of a decade, something awakens in their minds that alters their behavior.
|
147 |
