 |
There are growing pains at first [in a Results-only Work Environment], but eventually people find out a way to both get what they need from their coworkers and respect their time.
|
129 |
 |
…people take ownership of the work they do because they have the power to decide what is best for them.
|
131 |
 |
…contrary to how they are seen in business culture, managers and directors are people too.
|
171 |
 |
..once [managers] start to figure out how to go from parent to mentor, from boss to leader, they emerge with a richer relationship with their people.
|
171 |
 |
…people have to demand a better way of working and living. No one is going to give this to us.
|
179 |
 |
When the primary value exchange is time for money, people are fungible – units that can be replaced by other units.
|
010 |
 |
An increasing number of organizations pay lip service to the notion that ‘people are our greatest asset.’
|
010 |
 |
To really take in and process critical feedback, it must be delivered by someone who makes us feel safe and who we believe truly has our best interests at heart.
|
129 |
 |
The performance impact is clear: the less people feel valued and appreciated, the less engaged, loyal, and productive they tend to be.
|
142 |
 |
The conclusion is inescapable: truly valuing people pays huge dividends.
|
162 |
