 |
…acknowledge the pattern that everyone already sees, and be clear that you’re trying hard to change.
|
96 |
 |
When we are at our most engaged, most creative, and most energized, we achieve that delicious state of unselfconsciousness called ‘flow’.
|
160 |
 |
Others’ views of you may be incomplete, outdated, unfair, and based on absolutely nothing.
|
178 |
 |
So, don’t dismiss others’ views of you, but don’t accept them wholesale either.
|
180 |
 |
Because identity stories are influenced by how we are doing relative to those around us, our peers become the yardsticks we use to gauge how we measure up.
|
184 |
 |
You shouldn’t stop striving to improve, but accepting what ‘is’ can be an enormous relief.
|
190 |
 |
People do get better when they apply themselves, and people apply themselves when they believe they can get better.
|
193 |
 |
Workers who seek out negative feedback – coaching on what they can improve – tend to receive higher performance ratings.
|
279 |
 |
…you can’t ‘metric’ your way around the fact that feedback is a relationship-based, judgment-laced process.
|
294 |
 |
…modeling is the most powerful thing you can do as an individual leader to improve culture.
|
305 |
