 |
We can also train our mental abilities far later in life than previously believed.
|
183 |
 |
…if you believe that your performance is forever limited by your lack of a specific innate gift… then there’s no chance at all that you will do the work.
|
205 |
 |
If you believe that doing the right kind of work can overcome the problem, then you have at least a chance of moving on to ever better performance.
|
206 |
 |
Unless you acknowledge what [the adversary is] saying and demonstrate that you understand them, they may believe you have not heard them.
|
37 |
 |
The kinds of differences that best lend themselves to dovetailing are differences in interests, in beliefs, in the value placed on time, in forecasts, and in aversion to risk.
|
75 |
 |
The greater your willingness to break off negotiations, the more forcefully you can present your interests and the basis on which you believe an agreement should be reached.
|
106 |
 |
When we identify with a culture, we articulate our belonging to that group and align ourselves with a shared set of values and beliefs.
|
162 |
 |
If the leaders of organizations give their people something to believe in, if they offer their people a challenge that outsizes their resources but not their intellect, people will give everything they’ve got to solve the problem.
|
283 |
 |
When we believe that those inside our group… will look out for us, it creates an environment for the free exchange of information and effective communication.
|
29 |
 |
…we believe people’s true selves are revealed at the end – even if their death is unexpected and the bulk of their lives evinced a far different self.
|
155 |
