 |
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 |
 |
You can be someone’s manager, but if that person does not trust or respect you, you will have limited ability to influence him.
|
035 |
 |
Leaders who rely on their title or position to influence others just do not seem to work well with people. Some don’t even like people!
|
053 |
 |
Connecting is having the ability to identify with and relate to people in such a way that it increases your influence with them.
|
120 |
 |
…anyone who can produce has a chance to influence people at a higher level.
|
139 |
 |
Leadership is influence. Leverage it to add value to others.
|
249 |
 |
We each have the ability to consciously change our circumstances by intentionally concentrating on positive actions and thoughts, which in turn influences our subconscious mind to follow suit.
|
047 |
 |
…corporate reality [is] that in every organization, there are people, acts, and activities that exercise a disproportionate influence on performance.
|
151 |
 |
Don’t follow conventional wisdom. Not every challenge requires a disproportionate action. Focus on acts of disproportionate influence.
|
169 |
 |
Incentives are a powerful motivator, and we should always remember how they influence our own financial goals and outlooks.
|
197 |
