 |
The simplest way to start rethinking our options is to question what we do daily.
|
243 |
 |
It takes humility to reconsider our past commitments, doubt to question our present decisions, and curiosity to reimagine our future plans.
|
243 |
 |
…don’t just read the news, imagine how it might affect the business you’re in or want to be in, and answer the question: What would you do? Then comes a critically important step: Write your answer down and keep it.
|
113 |
 |
…use questions instead of statements… Questions allow the other side to get their points across and let you understand them.
|
113 |
 |
Discussing the [dirty] tactic not only makes it less effective, it also may cause the other side to worry about alienating you completely. Simply raising a question about a tactic may be enough to get them to stop using it.
|
133 |
 |
…for one of life’s ultimate when questions, forget the romantics and listen to the scientists. Prudence beasts passion.
|
114 |
 |
Nosy bosses also undermine performance by asking annoying and useless questions that interrupt people’s work.
|
23 |
 |
Every boss can’t have deep knowledge of every follower’s expertise. When that happens, a boss’s job is to ask good questions…
|
134 |
 |
When people in the company start asking questions like “But how can we say ‘X’ when we do ‘Y’?” more than anything else this is a tip-off that a strategic inflection point may very well be in the making.
|
129 |
 |
A question that often comes up at times of strategic transformation is, should you pursue a highly focused approach, betting everything on one strategic goal, or should you hedge?
|
151 |
