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Your thoughts are powerful but they don’t create your entire reality.
|
140 |
 |
We all seem to want silver bullets – quick and easy… Stop looking for those (there aren’t any). Start thinking about things that might work.
|
152 |
 |
In delegating your lesser responsibilities, you ought not to be thinking about yourself.
|
174 |
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More than thoughts in the mind, it is feelings in the heart that create the unchanging behavior of complacency…
|
45 |
 |
Great managers… recognize that each person is motivated differently and that each person has his own way of thinking and his own style of relating to others.
|
55 |
 |
Great managers… define a talent as a ‘recurring pattern of thought, feeling or behavior that can be productively applied.’
|
73 |
 |
There is nothing particularly special about talents. If talents are simply recurring patterns of thought, feeling or behavior, then talents are actually commonplace.
|
99 |
 |
Try to identify one critical talent in each of the three talent categories – striving, thinking, and relating. Use these three talents as your foundation.
|
108 |
 |
Whatever you happen to think, if the customer thinks that a particular outcome isn’t valuable, it isn’t.
|
143 |
 |
People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.
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1 |
