 |
…when it comes to finding out about new jobs – or, for that matter, new information, or new ideas – ‘weak ties’ are always more important than strong ties.
|
054 |
 |
People are, by and large, selfish and weak. The rare few you can depend upon are, well, rare and few.
|
020 |
 |
…although almost everyone has problems with procrastination, those we recognize and admit their weakness are in a better position to utilize available tools for precommitment and by doing so, help themselves overcome it.
|
116 |
 |
Reasoning by metaphor is an ingenious technique that allows us to remedy our weaknesses by capitalizing on our strengths – using things we can visualize to think, talk, and reason about things we can’t.
|
128 |
 |
…aim for most of your [networking] interactions to be spent providing help or value to others. Give more than you take; it’s not just the generous thing to do, but it also puts you in a position of power instead of weakness.
|
208 |
 |
…great management typically comes from playing to your strengths rather than from fixing your weaknesses.
|
112 |
 |
The plan that is smartest for your team is the one that acknowledges your relative strengths and weaknesses.
|
196 |
 |
Trust is required for people to feel safe enough to create, share, question, attempt, and risk. Without it, leadership is weak and teamwork is impossible.
|
094 |
 |
Staying in your areas of strength – where your efforts yield the highest return – and out of your areas of weakness is one of the keys to personal productivity.
|
161 |
 |
People do not naturally follow people whose leadership is weaker than their own. People follow others they respect, people who have credibility.
|
166 |
