 |
Life is just too short to be spending our time on things that aren’t worthwhile. We all need people around us who will tell us when we’re on the wrong path.
|
196 |
 |
Leaders commonly fall into the trap of evaluating people solely by whether they’ve achieved a goal or not. When they do that, they’re increasing the potential for escalation of commitment.
|
242 |
 |
The people who continue to write off games will be at a major disadvantage in the coming years.
|
11 |
 |
When we don’t choose hard work for ourselves, it’s usually not the right work, and the right time, for the right person.
|
29 |
 |
…most CEOs… [are] in the center of a fortified palace, and the news from the outside has to percolate through layers of people from the periphery where the action is.
|
022 |
 |
People who have no emotional stake in a decision can see what needs to be done sooner.
|
092 |
 |
People in the trenches are usually in touch with impending changes early.
|
097 |
 |
When people in the company start asking questions like “But how can we say ‘X’ when we do ‘Y’?” more than anything else this is a tip-off that a strategic inflection point may very well be in the making.
|
129 |
 |
If competition is chasing you (and they always are – this is why ‘only the paranoid survive’), you only get out of the valley of death by outrunning the people who are after you.
|
151 |
 |
People who operate from a traditional concept of position and title believe that a large amount of power is granted to them based on their title alone.
|
020 |
