 |
…focusing on a positive outcome rather than avoiding a negative one typically leads to greater persistence, more flexibility in finding ways to reach a goal, increased creativity in solving problems, greater internal motivation, more satisfaction, and better results.
|
151 |
 |
When we find ourselves in trouble… The very moment when we need to take calm, deliberate action, we run the risk of doing the exact opposite and bringing about the very outcomes we most fear.
|
096 |
 |
…circumstances alone do not determine outcomes.
|
120 |
 |
There is no prototype for the perfect CEO. Radically different styles… can all lead to great outcomes.
|
219 |
 |
…luck is often more of a factor in unequal outcomes than economic textbooks care to admit.
|
154 |
 |
For extraordinary outcomes, seek conviction in your work and build teams that value conviction over consensus.
|
205 |
 |
Your job, as a manager, is to get better outcomes from a group of people working together.
|
019 |
 |
Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes.
|
024 |
 |
…the best outcomes come from inspiring people to action, not telling them what to do.
|
033 |
 |
You can’t create great outcomes without consistently attracting talented people and ensuring that they can also hire well.
|
181 |
