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When our relationships with customers or employees become abstract concepts, we naturally pursue the most tangible thing we see – the metrics.
|
129 |
 |
Sometimes the best course of action is… inaction. Yes, that can feel agonizing, but no move can often be the right one.
|
144 |
 |
Reaching the end of a decade somehow rattle[s]… thinking, and redirect[s]… action. Endings have that effect.
|
146 |
 |
When time is constrained and limited… we attune to the now. We pursue different goals – emotional satisfaction, an appreciation for life, a sense of meaning.
|
159 |
 |
Belongingness… profoundly shapes our thoughts and emotions. Its absence leads to ill effects, its presence to health and satisfaction.
|
189 |
 |
E-mail response time it the single best predictor of whether employees are satisfied with their boss… The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.
|
208 |
 |
…much of the time, we are simply operating on automatic pilot, and the way we think and act – and how well we think and act on the spur of the moment – are a lot more susceptible to outside influences than we realize.
|
58 |
 |
…while people are very willing and very good at volunteering information explaining their actions, those explanations… aren’t necessarily correct. In fact, sometimes it seems as is if they are just plucked out of thin air.
|
155 |
 |
In businesses where a higher proportion of employees report that their immediate bosses care about them, employee satisfaction, retention, and productivity are higher, and so is profitability.
|
18 |
 |
…bosses, like other humans, are notoriously poor judges of their own actions and accomplishments.
|
39 |
