 |
The ultimate measure of our effectiveness is the value we create. The ultimate measure of our satisfaction is the value we feel. The ultimate measure of our character is the values we embody.
|
009 |
 |
Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.
|
010 |
 |
When the primary value exchange is time for money, people are fungible – units that can be replaced by other units.
|
010 |
 |
Perhaps no human need is more neglected in the workplace than to feel valued.
|
014 |
 |
Values are aspirations, and they come to life only through our behaviors.
|
018 |
 |
…the willingness to take responsibility for our missteps and shortcomings frees up energy to learn, grown, and add value.
|
028 |
 |
We create the highest value not by focusing solely on our strengths or by ignoring our weaknesses, but by being attentive to both.
|
031 |
 |
…stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce.
|
108 |
 |
In the overwhelming majority of cases, the origin of the trigger can be traced to a feeling of having been devalued or diminished by someone else’s words or behavior.
|
137 |
 |
Our core emotional need is to feel secure – to be valued – and challenges to our self-worth do just the opposite. They make us feel devalued and insecure…
|
137 |
