 |
Mere reminders of past commitments can spur individuals to act in accord with those earlier positions, stands, or actions.
|
347 |
 |
…[it is wise to] ask for advice in face-to-face interactions with friends, colleagues, and customers. It should even prove effective in our interactions with superiors.
|
416 |
 |
When rushed, stressed, uncertain, indifferent, distracted, or fatigued, we focus on less of the available information.
|
439 |
 |
By getting the right people together, structuring the activities, and eliminating distraction… it’s possible to make rapid progress while working a reasonable schedule.
|
39 |
 |
Remember that most ideas sound better in the abstract, so they may not be that good.
|
160 |
 |
The distinction between feedback and reaction is crucial. You want to create a prototype that evokes honest reactions from your customers.
|
170 |
 |
When you ask an open-ended question, you’re more likely to get an honest reaction and an explanation of why.
|
213 |
 |
Breakthrough moments are often the result of many previous actions, which build up the potential required to unleash a major change. This pattern shows up everywhere.
|
20 |
 |
It makes no sense to restrict your satisfaction to one scenario when there are many paths to success.
|
26 |
 |
Behind every system of actions are a system of beliefs.
|
32 |
