 |
Flourishing isn’t about pleasure or satisfaction; it’s about living up to our fullest potential. And to truly flourish, we have to be optimistic about our own abilities and opportunities for success.
|
69 |
 |
…optimism about our own abilities not only makes us happier in the moment, it also increases our likelihood of success and feeling happier in the future.
|
69 |
 |
…our ability to make ourselves better as individuals – to dive into more satisfying work, to foster real hopes of success, to strengthen our social connections, to become a part of something bigger – also helps us work together, longer, on more complex and pressing problems.
|
215 |
 |
Competition is about creating change… the ability to recognize that the winds have shifted and to take appropriate action before you wreck your boat is crucial to the future of an enterprise.
|
021 |
 |
By learning from the painful experience of others, we can improve our ability to recognize a strategic inflection point that’s about to affect us. And that’s half the battle.
|
055 |
 |
…if your instincts suggest that a ’10X’ improvement could make [a] capability exciting or threatening, you may very well be looking at the beginning of what is going to be a strategic inflection point.
|
114 |
 |
One of the most distinctive traits of great leaders is their ability to inspire, motivate, challenge, and support their people to succeed and grow.
|
041 |
 |
Once a leader’s character is proven untrustworthy, their ability to lead will diminish.
|
046 |
 |
What separates good leaders from great leaders is their ability to build a leadership culture throughout their organization that cultivates great leaders.
|
046 |
 |
In many companies… people are promoted based on their performance. Still, nothing is done to evaluate whether that person has any leadership capabilities necessary to lead people.
|
062 |
