 |
…willingness to accept blame for future setbacks shows how, to get and keep a management job, skilled bosses talk and act as if there is a strong link between their actions and followers’ performance.
|
67 |
 |
…the attitude of wisdom: being confident enough to act and humble enough to doubt your actions.
|
74 |
 |
When bosses make concerted efforts to understand what it feels like to be a customer, it makes gaps between knowledge and action vivid and helps them identify more effective repairs.
|
137 |
 |
…if you want to incite action… Get people angry by naming the enemy, or get them excited by identifying compelling dreams and goals.
|
151 |
 |
No matter how necessary it may be, the people your actions hurt sometimes battle back – and may do so in mean-spirited, irrational, and humiliating ways.
|
207 |
 |
There is strong evidence that power turns people into insensitive jerks who are oblivious to subordinates’ needs and actions.
|
221 |
 |
…three things – autonomy, complexity, and a connection between effort and reward, are, most people agree, the three qualities that work has to have if it is to be satisfying.
|
149 |
 |
…after you’ve set out on a particular course of action, new information will reveal itself to you. And that information is critical feedback.
|
11 |
 |
When we commit to a course of action, it means that, in some sense, we now own that decision.
|
144 |
 |
We are much more concerned with errors of commission than errors of omission (failures to act).
|
152 |
