 |
…perhaps the most valuable thing we can do if we want to truly serve our constituents is to know them personally.
|
138 |
 |
Unlike the time and effort that people spend on something, it is what money represents that gives it its value.
|
149 |
 |
Given our obsessive need to feel safe among those in our tribe – our communities and companies – we inherently put a premium value on those who give us their time and energy.
|
149 |
 |
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 |
 |
The performance of a company is closely tied to the personality and values of the person at the top. And the personality and values of the person at the top set the tone of the culture.
|
218 |
 |
There is no value in building organizations that compound that danger by adding more threats from the inside.
|
21 |
 |
This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving.
|
24 |
 |
The standards of a leader sets for entry, if based on a clear set of human values, significantly impact people’s sense of belonging and willingness to pull together…
|
28 |
 |
Leaders want to feel safe, too. No matter what place we occupy in the pecking order, every single one of us wants to feel like we are valued by the others in the group.
|
30 |
 |
We all want to feel valuable for the effort we put forth for the good of others in the group or the group itself.
|
57 |
