 |
The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust.
|
43 |
 |
Roaming the halls of the office and engaging with people beyond meetings really matters.
|
44 |
 |
…even when offered big titles and bigger salaries, people would rather work at a place in which they feel like they belong.
|
74 |
 |
People would rather feel safe among their colleagues, have the opportunity to grow and feel a part of something bigger than themselves than work in a place that simply makes them rich.
|
74 |
 |
…for many of the overpaid leaders, we know that they took the money and perks and didn’t offer protection to their people.
|
81 |
 |
…companies… earn their reputations by being willing to do the right thing for their people and their customers or clients.
|
81 |
 |
…the group is not stupid. The people always have the power.
|
83 |
 |
…though there are guidelines for how to deal with emergencies, at the end of the day, we trust the expertise of a few special people to know when to break the rules.
|
91 |
 |
It’s all fine and good for a leader to expect the people to trust them, but if the leader doesn’t trust the people, the system will fail. For trust to serve the individuals and the group, it must be shared.
|
92 |
 |
As soon as people are put second on the priority list, differentiation gives way to commoditization.
|
116 |
