 |
…commitments to people at home are every bit as important – or even more important – thatn commitments to people at work.
|
219 |
 |
When [trust] is [extended], people don’t need to be managed or supervised; they manage themselves.
|
227 |
 |
Rather than focusing on continuous improvement and getting better, bureaucracy merely adds complexity and inefficiency – and costs – to the status quo.
|
250 |
 |
There are many reasons for disengagement, but one of the biggest reasons is that people simply don’t feel trusted.
|
251 |
 |
Low trust creates disengagement, which leads to turnover – particularly of the people you least want to lose.
|
252 |
 |
Whatever your organization… it’s vital to realize that designing or aligning in a way that establishes trust may well be your greatest influence.
|
260 |
 |
…micromanagers who trust only themselves can take their companies only as far as they themselves can take them.
|
291 |
 |
High analysis and high propensity to trust not only create strong judgment, they create a dynamic synergy that produces ongoing and endless possibility.
|
293 |
 |
Leaders who extend trust to us become our mentors, models, and heroes.
|
318 |
 |
Those who manage themselves the best are able to see things through without cracking.
|
33 |
