 |
If you’re not willing to sacrifice and to make money-costing and painful decisions that bias to your values, don’t bother having them.
|
151 |
 |
…values should be explicit, because they act like the operating system for a person’s employment, affecting every action and decision they make.
|
152 |
 |
There is one big, fatal flaw that often accompanies the pursuit of shared culture and values: uniformity.
|
153 |
 |
…everything we build has two outputs that could create value: what we make and what we learn.
|
007 |
 |
…as soon as you lose your ability to consistently create value—to innovate on behalf of your customers—it is only a matter of time until your competitors are able to offer a more compelling solution to your customers.
|
008 |
 |
…organizations will gradually spend more time and resources on those activities that add the greatest value…
|
189 |
 |
Never be afraid to ask questions or to network. It is one of the most valuable tools available to you in all of life.
|
021 |
 |
Not being seen, heard, and valued triggers the painful sensation of anxiety; our defenses are activated, and we become polarized.
|
006 |
 |
Watch for any and all opportunities to affirm the value of those around you…
|
118 |
 |
…every firm needs to be searching for fundamentally new capabilities that will permit them to create value in unimagined dimensions…
|
032 |
