 |
As long as the goals and expectations are clear, people realize that is we take care of our customers then we have time for ourselves.
|
102 |
 |
Expecting to succeed… makes us more likely to succeed.
|
151 |
 |
In most organizations, the expectation of instantaneous responsiveness pushes everyone into reactive mode, making it difficult to stick to any agenda.
|
221 |
 |
Any organization that fails to build a robust learning program… ought to expect that its people won’t get better at their jobs over time and may well get worse.
|
228 |
 |
…employees are often uncertain what exactly is expected of them.
|
229 |
 |
Leaders need people around them who have contrary views, who are devil’s advocates, ‘variance sensors’ who can tell them the difference between what is expected and what is really going on.
|
190 |
 |
Leaders expect the best of the people around them. Leaders know that the people around them change and grow. If you expect great things, your associates will give them to you.
|
194 |
 |
Only when those around us – our colleagues, customers and investors – know how we have chosen to play can they adjust their expectations and behaviors accordingly.
|
026 |
 |
Words matter. They give direction and meaning to things. Pick the wrong words, intentions change and things won’t necessarily go as hoped or expected.
|
065 |
 |
…trust is not built by pressure or force, trust is built by acting in a way consistent with one’s values, especially when it’s least expected.
|
206 |
