 |
Never underestimate the power of the mind to disempower.
|
112 |
 |
Evaluation and rewards can disempower when they are at odds with the direction of needed change.
|
108 |
 |
With a sense of urgency, an emotional commitment to others on the guiding team, and a deep belief in the vision, change leaders will make personal sacrifices.
|
94 |
 |
You always have to be cautious that you don’t recklessly jump ahead. Trying to empower people who don’t feel much urgency doesn’t work.
|
58 |
 |
Trust is often missing in senior management teams, although top managers are loath to admit this in public.
|
50 |
 |
Large-scale change does not happen well without a powerful guiding force. A fragmented management team cannot do the job, even if the individual members are strong people.
|
41 |
 |
…human beings will go to extreme lengths to save face, to feel respected, and to avoid embarrassment and feelings of shame.
|
184 |
 |
People who are experienced at ‘asshole boss management’ also learn that their survival depends on protecting themselves from blame, humiliation, and recrimination rather than doing what is best for their organization.
|
175 |
 |
…assholes are rarely nasty all the time; their followers are driven both by the ‘sticks’ of punishment and humiliation and the ‘carrots’ of hard-won warmth and recognition.
|
165 |
 |
Fear can be a powerful motivator, driving people to avoid the sting of punishment and public humiliation.
|
163 |
