 |
The most effective leaders score high in both confidence and humility. Although they have faith in their strengths, they’re also keenly aware of their weaknesses.
|
48 |
 |
Deliberate deception as to facts or one’s intentions is quite different from not fully disclosing one’s present thinking. Good faith negotiating does not require total disclosure.
|
136 |
 |
As a society, we place enormous faith in tests because we think that they are a reliable indicator of the test taker’s ability and knowledge.
|
56 |
 |
Research on everything from negotiation, to revenge, to company integrity reveals that when people believe they are dealing with a liar… they get angry, retaliate… and lose faith in otherwise competent bosses and colleagues.
|
203 |
 |
We still search faithfully for the one best way to do things…
|
046 |
 |
Meaningful stories inspire faith in you and your product.
|
047 |
 |
Genuine influence goes deeper than getting people to do what you want them to do. It means people pick up where you stopped and go further because they have faith.
|
047 |
 |
People… want faith – faith in you, your product, your success, and in the story you tell. Faith, not facts, moves mountains.
|
047 |
 |
A great launch… tells a story of innovation, change, and empowerment that catalyzes faith in what you’re doing.
|
048 |
 |
In contrast to blind faith, false hope, and magical thinking, realistic optimism balances a hopeful and positive perspective with a recognition that the desired outcome may or may not occur.
|
150 |
