 |
Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions – we can alter the way we thin-slice – by changing the experiences that comprise those impressions.
|
97 |
 |
Taking rapid cognition seriously – acknowledging the incredible power… that first impressions play in our lives – requires that we take active steps to manage and control those impressions.
|
97 |
 |
Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.
|
143 |
 |
Overloading the decision makers with information… makes picking up that signature harder, not easier. To be a successful decision maker, we have to edit.
|
183 |
 |
Perhaps the most common – and the most important – forms of rapid cognition are the judgments we make and the impressions we form of other people.
|
194 |
 |
Mind-reading failures happen to all of us. They lie at the root of countless arguments, disagreements, misunderstandings, and hurt feelings.
|
196 |
 |
Our powers of thin-slicing and snap judgments are extraordinary. But even the giant computer in our unconscious needs a moment to do its work.
|
233 |
 |
Despite the horseshit spewed out by too many management gurus, there are no magic bullets, instant cures, or easy shortcuts to becoming a great boss. Anyone who tells you otherwise is a liar.
|
9 |
 |
Employees’ immediate bosses have far more impact on engagement and performance than whether their companies are rated as great or lousy places to work.
|
17 |
 |
The best management is sometimes less management or no management at all.
|
23 |
