 |
Really well-delivered systemic feedback is exceptionally hard to ignore and lays excellent groundwork for further efforts if the direct doesn’t change his or her behavior.
|
134 |
 |
…if we promise sanctions, we must deliver them when and how we say they are going to be delivered, if behavior change is not forthcoming.
|
139 |
 |
We have to define what the measure of success is for the behavior we’re expecting to change.
|
150 |
 |
All the classes in the world, all the books, all the mentors – none of that matters if the behavior doesn’t change.
|
158 |
 |
The good news here – and there is good news – is that a changing world offers not only many hazards but wonderful opportunities.
|
17 |
 |
More than thoughts in the mind, it is feelings in the heart that create the unchanging behavior of complacency…
|
45 |
 |
An inwardly focused organization inevitably misses new opportunities and hazards coming from competitors, customers, or changes in the regulatory environment.
|
65 |
 |
…cultural change often requires many years.
|
69 |
 |
Show them, don’t tell them.
|
75 |
 |
Increasingly changing environments create a need for alertness and agility, which demand a sense of urgency that must be modeled by the boss all the time.
|
108 |
