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…you must control your needs, your positive and negative expectations, your fears, your ego, your responses, and your decisions. You must not expect to manage wins or losses, because you can’t do this.
|
202 |
 |
Agendas… help us to maintain emotional control. They are our first line of defense in this regard, our surefire means of staying on track.
|
216 |
 |
…if we want to stay in control to the extent possible – as we do – what we want must be part of every agenda. (Want, not need. We don’t need anything, of course.)
|
228 |
 |
Unlike our height or raw intelligence, we have full control over what we believe is true. We choose our views, and we can choose to rethink them any time we want.
|
60 |
 |
The more anger and hostility the other person expresses, the more curiosity and interest you show. When someone is losing control, your tranquility is a sign of strength.
|
115 |
 |
When people ignore advice, it isn’t always because they disagree with it. Sometimes they’re resisting the sense of pressure and the feeling that someone else is controlling their decision.
|
150 |
 |
The command and control model of leadership just won’t work 99 percent of the time. -A.G. Laffey
|
134 |
 |
…studies show that virtually any external attempt to constrain or control the work results in less creativity.
|
192 |
 |
Paradoxically, you strengthen your bargaining position by weakening your control over the situation.
|
142 |
 |
We work to advance the vision of a leader who inspires us and we work to undermine a dictator who means to control us.
|
173 |
