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Only in a psychologically safe climate can people take the risks necessary to produce truly innovative work.
|
107 |
 |
In self-protective mode, inner work life is dominated by fearful emotions, negative perceptions of the work environment, and stunted motivation.
|
108 |
 |
When we care about the people we work with, we want to succeed for them.
|
131 |
 |
Generally, the more closely bonded team members are to one another, the better inner work life will be across a team, and the greater their progress.
|
151 |
 |
This is how a manager creates psychological safety – by focusing on the work and what can be learned from it, rather than berating subordinates for errors.
|
177 |
 |
By its very nature, meaningful work is hard; people often get the greatest satisfaction from overcoming, the most difficult challenges.
|
177 |
 |
Quoting a price to a potential client is a gamble. It can never be known exactly how much work will be involved, how demanding a client will be, what can go wrong with the job, and what the relevant chances are.
|
222 |
 |
This new [type of] leader carries the distinction that it is the framework of fear and scarcity, not scarcity itself, that promotes divisions between people.
|
163 |
 |
A vision becomes a framework for possibility when it meets certain criteria that distinguish it from the objectives…
|
169 |
 |
A vision is an open invitation and an inspiration for people to create ideas and events that correlate with its definitional framework.
|
171 |
