 |
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 |
 |
Bosses ought to be judged by what they and their people get done and by how their followers feel along the way.
|
38 |
 |
…bosses, like other humans, are notoriously poor judges of their own actions and accomplishments.
|
39 |
 |
…the most deeply incompetent people suffer from the most inflated assessments of their own abilities and performance.
|
040 |
 |
The ability to convey confidence isn’t something most bosses are born with; they learn it through mentoring and experience.
|
52 |
