 |
The substantive issue is how to make appropriate choices about what to do at any point in time. The real work is to manage our actions.
|
20 |
 |
…there’s a big difference between something that’s managed well, as a Someday/Maybe list, and something that’s just a catchall bucket for stuff.
|
179 |
 |
The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small, manageable tasks and then starting on the first one. – Mark Twain
|
256 |
 |
Getting going of your own accord, before you’re forced to by external pressure and internal stress, builds a firm foundation of self-worth…
|
264 |
 |
An organization has integrity – is healthy – when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.
|
5 |
 |
…few organizations are good at performance management, mostly because they are confused and inconsistent about why they do it in the first place.
|
163 |
 |
A key idea driving agile project management is that humans are naturally pretty good at planning.
|
157 |
 |
There is a limit to how many [task] boards you can manage before the upkeep becomes too arduous.
|
168 |
 |
Managers play a role of growing importance in coordinating complex, large-scale production processes.
|
28 |
 |
To hire a risky and iffy worker, without a competent overseer, simply isn’t worth it, no matter how low the wage.
|
29 |
