 |
…management is not leadership. Leadership is about setting a direction. It’s about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so…
|
60 |
 |
People who create successful dual systems center the creation of great urgency around opportunity, not vision…
|
134 |
 |
…vision statements, as a vehicle to build urgency, all too easily make people feel as if they are being talked down to, and – big surprise – they don’t like being treated [that way].
|
135 |
 |
’Strategic initiatives’ tend to be arenas in which action needs to be taken to move an organization toward a change vision, or to implement a strategy.
|
136 |
 |
Mission and purpose drives vision for all parties, and vision drives effective decision making for all parties. It’s as simple as that.
|
85 |
 |
No vision, no real decision: this is a rule of human nature.
|
103 |
 |
As a negotiator, questions are the fuels we use to lead the adversary to a vision that will serve as a catalyst for a decision.
|
103 |
 |
As a negotiator you can and will make a lot of mistakes, of course, but your clear vision of your adversary’s pain will see you through thick and thin.
|
162 |
 |
The clearer your adversary’s vision of his pain, the easier the decision-making process.
|
170 |
 |
You have to envision yourself winning to win.
|
79 |
