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Interests motivate people; they are the silent movers behind the hubbub of positions. Your position is something you have decided upon. Your interests are what caused you to so decide.
|
43 |
 |
A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests. This is almost never the case.
|
49 |
 |
If [your opponents] feel personally threatened by an attack on the problem, they may grow defensive and may cease to listen. This is why it is important to separate the people from the problem.
|
56 |
 |
Attack the problem without blaming the people.
|
56 |
 |
Disentangle people from the problem. Unless you have good reason to trust somebody, don’t.
|
134 |
 |
…it’s arguable now that our ability to identify great people has deteriorated. We have created so much data that we’re drowning in it.
|
5 |
 |
All sorts of new business opportunities are there to be seized. Organizations with the courage to hire great people and turn them loose will capture the rewards of a new era.
|
6 |
 |
Some people regard [talent] as a God-given gift; others see talent as something built up via hard work and disciplined training. Either way, the ability to pick the right people isn’t out of reach for anyone.
|
8 |
 |
…resilience turns out to be absolutely crucial in differentiating between people who do vastly better than expected – and those who turn out to be severe disappointments.
|
21 |
 |
When narrowness and superficiality infect the talent-picking process, shaking loose of those problems can be devilishly hard.
|
43 |
