 |
…the progress principle: of all the positive events that influence inner work life, the single most powerful is progress in meaningful work…
|
076 |
 |
Whether the goals or lofty or modest, as long as they are meaningful, then the conditions are set for progress to rule inner work life.
|
096 |
 |
…as a manager, you must keep the progress loop in motion by continually facilitating progress and removing obstacles.
|
099 |
 |
Generally, the more closely bonded team members are to one another, the better inner work life will be across a team, and the greater their progress.
|
151 |
 |
…progress doesn’t happen by accident. You need a goal, you need a plan, and you need to maximize every opportunity you encounter.
|
062 |
 |
…no extraordinary journey is linear. The notion of having a bold idea and making consistent incremental progress is impossible.
|
004 |
 |
It is hard to summon a sense of hope and self-worth when you’re on your own. So you squeeze out any semblance of progress you can find, and then you celebrate it.
|
025 |
 |
…you can make progress only by focusing forward and removing yourself from the constant concern for what has already happened.
|
067 |
 |
Progress takes time, even when you have the very best strategy people, and resources at your disposal.
|
085 |
 |
In our efforts to feel rewarded with the least effort possible, we often fail to make progress in solving the hard problems that need our energy the most.
|
180 |
