 |
You need to have identified values. You need to know what you stand for and you need to stand for it, so that others know, too.
|
69 |
 |
…symbols become disproportionately valued as representations, icons, and images of what is right or wrong in an organization.
|
241 |
 |
…high-trust organizations are consistently able to create and deliver more value to their customers.
|
255 |
 |
Approaching everyone you encounter as though they have something valuable to teach you… is the best way to remain flexible, open-minded, and much less stressed.
|
129 |
 |
…planning the future and reflecting on the past are valuable exercises, but doing this throughout your day interferes with what is front of you – your present.
|
155 |
 |
Core Values should always be ‘discovered’ by the Leadership Team.
|
39 |
 |
Maintaining control is at the center of the value system of most organizations.
|
141 |
 |
Defenses and resistance are a sign that you have touched something important and valuable.
|
156 |
 |
The value of the whole-system approach is that it engages entire units to self-assess their current reality and plan how to improve it.
|
179 |
 |
If you want to be of unique value to your client, then you have to take the risk of offering unique information.
|
210 |
