 |
A person’s unaided response to an open-ended question is powerfully predictive. Trust it, no matter how much you might want to hear something else.
|
240 |
 |
In some situations the constraints and lack of power are overwhelming. Nevertheless, action is possible.
|
28 |
 |
Large-scale change does not happen well without a powerful guiding force. A fragmented management team cannot do the job, even if the individual members are strong people.
|
41 |
 |
A powerful guiding group has two characteristics. It is made up of the right people, and it demonstrates teamwork.
|
43 |
 |
People create guiding team problems. Once you see the issues, you can steer clear of the pitfalls. That’s the power of insight.
|
49 |
 |
You always have to be cautious that you don’t recklessly jump ahead. Trying to empower people who don’t feel much urgency doesn’t work.
|
58 |
 |
Evaluation and rewards can disempower when they are at odds with the direction of needed change.
|
108 |
 |
Never underestimate the power of the mind to disempower.
|
112 |
 |
Never underestimate the power of clever people to help others see the possibilities, to help them generate a feeling of faith, and to change behavior.
|
112 |
 |
People successfully empower others when they understand the idea… because they correctly see what the key obstacles are and what is keeping them in place.
|
120 |
