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…Harvard shows that when leaders are inclusive, humble, and encourage their staff to speak up or ask for help, it leads to better learning and performance outcomes.
|
57 |
 |
…when leaders are fair and self-sacrificing, their employees become more loyal and committed to the company.
|
57 |
 |
Positive thinking is an asset in managing disease, but it is not a cure, nor is negative thinking the cause of all disease.
|
61 |
 |
Complaining helps us feel better, influences how people see us, creates social bonds, allows us to gather information, encourages empathy, and helps create real change.
|
176 |
 |
Radical acceptance acknowledges that pain is an unavoidable part of life and that fighting back against this suffering typically leads to more suffering.
|
184 |
 |
When we complain effectively, we can achieve the closeness, support, and change that we all crave.
|
188 |
 |
People are [also] more highly motivated to assign blame or punish someone when the harmful act is viewed as intentional.
|
194 |
 |
…I’m encouraging you to opt out of the quest for happiness altogether. Focus on finding fulfillment, forging your own path, and living a life in line with your values.
|
257 |
 |
…eat the cookie. Watch the movie. Read the book. Not everything you do has to be about improving your health, your knowledge, your job, or your body. It’s OK to just be.
|
267 |
 |
…most managers are very bad at [managing people], yet that’s the most valuable thing they do as a manager.
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