 |
As a species that can accomplish more in groups than as individuals, we need to have the instinct to know whom to trust.
|
60 |
 |
…when human beings… are put in an environment for which we were designed. We stay. We remain loyal. We help each other do our work with pride and passion.
|
74 |
 |
To find a lasting sense of pride, there must be a mentor/parent/boss/coach/leader relationship to back it up.
|
80 |
 |
…how can we ever feel safe at work? How can we feel committed to the jobs we have if the leaders of our companies aren’t committed to us.
|
115 |
 |
There are smart executives running companies and managing systems, but there seems to be a distinct lack of strong leaders to lead the people.
|
118 |
 |
One problem with afternoons is that if we stick with a task too long, we lose sight of the goal we’re trying to achieve, a process known as ‘habituation.’
|
60 |
 |
Short breaks from a task can prevent habituation, help us maintain focus, and reactivate our commitment to a goal.
|
61 |
 |
…social breaks – talking with coworkers about something other than work – are more effective at reducing stress and improving mood than other cognitive breaks…
|
62 |
 |
…concentrate on accomplishing a few meaningful achievements, and once you’ve gained status by demonstrating excellence, feel free to be more assertive.
|
112 |
 |
…when team commitment to achieving a goal is high, it’s best to emphasize the work that remains. But when team commitment is low, it’s wiser to emphasize progress that has already been made…
|
138 |
