 |
Because finite leaders place unbalanced focus on near-term results, they often employ a strategy or tactic that will help them make the numbers.
|
020 |
 |
This is how movements come to be. It starts with a few people. Their idealized vision of the future attracts believers. Those early adopters don’t show up to get anything, they show up to give. They want to help.
|
040 |
 |
People want to be treated fairly and share in the wealth they helped produce in payment for the cost they bear to grow their companies.
|
086 |
 |
When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help.
|
106 |
 |
When we are not on a Trust Team, when we do not feel like we can express any kind of vulnerability at work, we often feel forced to lie, hide and fake to compensate.
|
106 |
 |
Nothing and no one can perform at 100 percent forever. If we cannot be honest with one another and rely on one another for help during the challenging parts of the journey, we won’t get very far.
|
121 |
 |
…the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.
|
129 |
 |
What got us here won’t get us there, and knowing who our Worthy Rivals are is the best way to help us improve and adapt before it’s too late.
|
180 |
 |
It could be said that fear is the one thing we all have in common. We all feel anxiety, worry, doubt, stress. Does this anxiety help us?… No!
|
034 |
 |
We’re in this mission together. We’re comrades. Ask for help. It’s not just brave, it’s the right thing to do.
|
080 |
