 |
Healthy companies need strong bonds to develop between each manager and each employee.
|
62 |
 |
The energy for a healthy career is generated from discovering the talents that are already there, not from filling oneself up with marketable experiences.
|
214 |
 |
We tend to move toward things that are pleasurable and away from things that are painful. Pleasure is a rough proxy for the healthy and safe; pain is a rough proxy for the unhealthy and dangerous.
|
149 |
 |
…when we think about the consequences of feedback, the goal is not to dismiss them or pretend they don’t matter. The goal is to right-size them, to develop a realistic and healthy sense of what might happen and respond…
|
176 |
 |
…being able to establish limits on the feedback you get is crucial to your well-being and the health of your relationships.
|
209 |
 |
…sometimes we know exactly what the right, smart, effective, healthy thing is, and we still don’t do it.
|
266 |
 |
…this blend of constant dissatisfaction, unquenchable desires, and overbearing competitiveness can damage your mental health.
|
110 |
 |
…to stay at the top for the long haul, you have to take care of yourself.
|
226 |
 |
…in a truly great company, profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life, but they are not the very point of life.
|
194 |
 |
It takes constant repetition for newer and healthier patterns to take hold.
|
38 |
