 |
By acknowledging the imperfections of their humanity, members of functional teams overcome the natural tendencies that make trust, conflict, commitment, accountability, and a focus on results so elusive.
|
220 |
 |
In performance cultures, the emphasis on results often undermines psychological safety.
|
209 |
 |
In too many organizations, leaders look for guarantees that the results will be favorable before testing or investing in something new.
|
219 |
 |
To overcome the shortsightedness that results from looking too narrowly at one’s immediate self-interest, you will want to put yourself in their shoes.
|
78 |
 |
The reason you negotiate is to produce something better than the results you can obtain without negotiating.
|
102 |
 |
It isn’t enough to figure out which candidates are competent and then move them along safe, predictable paths. That’s a recipe for lackluster results.
|
10 |
 |
Some paths are built upon durable habits that will lead to many more good results. Others involve flawed choices…
|
105 |
 |
Highly structured interviews may not be as fun as a couple rounds of drinks at a speakeasy. But if a carefully scripted approach produces better results, it’s hard to argue against it.
|
221 |
 |
Slow down. Take stock of the hidden virtues that define success for your particular situation. Your results will be vastly better.
|
240 |
 |
…when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.
|
16 |
