 |
The best teams have the most team players – people who excel at collaborating with others.
|
181 |
 |
What really makes a difference is whether people recognize that they need one another to succeed on an important mission.
|
182 |
 |
Research shows that groups promote the people who command the most airtime – regardless of their aptitude and expertise.
|
183 |
 |
We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.
|
183 |
 |
The people to promote are the ones with the prosocial skills to put the mission above their ego – and team cohesion above personal glory.
|
184 |
 |
It’s a mistake to judge people solely by the heights they’ve achieved.
|
202 |
 |
The key question is not how long people have done a job. It’s how well they can learn to do a job.
|
204 |
 |
…the key indicator of potential isn’t the severity of adversity people encounter – it’s how they react to it. That’s what a better selection system would assess.
|
210 |
 |
Instead of trying to trip people up [in interviews], we should give them the chance to put their best foot forward.
|
221 |
 |
When we evaluate people, there’s nothing more rewarding than finding a diamond in the rough.
|
224 |
