 |
…human beings are meaning-making animals. We seek to understand. The problem is that we often tell our stories so fast that we mistake them for the facts and then treat our stories as if they’re irrefutably true.
|
148 |
 |
…we have the option to face the facts exactly as they are – to see reality unvarnished, in all its complexity – and then focus on making the most of the life we’ve been given.
|
159 |
 |
We’re too busy t trying to keep up even to focus on the fact that the way we’re working isn’t working.
|
179 |
 |
All of us, as we tell our stories, add details and omit inconvenient facts; we give the tale a small, self-enhancing spin.
|
096 |
 |
Despite the fact that companies are playing in a game that cannot be won, too many business leaders keep playing as if they can.
|
006 |
 |
The fact is, public companies are different from private companies and do not need to conform to the same traditional definition of ownership.
|
082 |
 |
…it is in fact the leader’s job to think about the unthinkable.
|
028 |
 |
A challenge without mastery of the facts can be perceived as incompetence.
|
071 |
 |
Public corporations face incessant pressure from the capital markets to grow as fast as possible, and we cannot deny this fact.
|
054 |
 |
…the greatest danger comes not in ignoring clear and unassailable facts, but in misinterpreting ambiguous data in situations when you face severe or catastrophic consequences if the ambiguity resolves itself in a way that’s not in your favor.
|
070 |
