 |
The more strongly we affiliate with a group, the greater our risk of losing our sense of uniqueness.
|
233 |
 |
…if successful and unsuccessful people share the same goals, then the goal cannot be what differentiates the winners from the losers.
|
25 |
 |
Management-driven hierarchies are built to minimize risk and keep people in their boxes and silos. To change this more than incrementally is to fight a losing battle.
|
15 |
 |
No matter how good an individual on the team might be feeling about his or her situation, if the team loses, everyone loses.
|
72 |
 |
If we approach an argument as war, there will be winners and losers. If we see it more as a dance, we can begin to choreograph a way forward.
|
119 |
 |
We scrutinize people so exhaustively for signs of proven competence that we may be losing the ability to do anything else. All we see are past credentials.
|
5 |
 |
All leaders, even the good ones, can sometimes lose their way and become selfish and power hungry…
|
83 |
 |
…when you are in the present, facing down the decision whether or not to cut your losses, [you’re] unable to see past what is happening right now.
|
30 |
 |
If we don’t cut our losses when it’s warranted, those losses will continue to accumulate.
|
31 |
 |
If you are able to cut your losses earlier, it’s a huge win. An added bonus is that it frees you up so you can turn your limited attention and resources to more fruitful endeavors that have a higher expected value, reducing opportunity costs.
|
113 |
