 |
Research in neuroscience and cognitive science shows that people remember and respond most effectively to what they see and experience.
|
152 |
 |
…corporate reality [is] that in every organization, there are people, acts, and activities that exercise a disproportionate influence on performance.
|
151 |
 |
For a strategy to become a movement, people must not only recognize what needs to be done, but they must also act on that insight in a sustained and meaningful way.
|
161 |
 |
Unless people believe that the strategic challenge is attainable, the change is not likely to succeed.
|
164 |
 |
You must create a culture of trust and commitment that motivates people to execute the agreed strategy – not to the letter, but to the spirit.
|
171 |
 |
People…must embrace [the strategy] so that at the level of the individual, people embrace it of their own accord and willingly go beyond compulsory execution to voluntary cooperation in carrying it out.
|
171 |
 |
When fair process is exercised in the strategy-making process, people trust that a level playing field exists.
|
175 |
 |
When [people] have commitment, they are even willing to override personal self-interest in the interests of the company.
|
183 |
 |
Great people who are eager to do great work come from the most unlikely places and looking nothing like what you might imagine.
|
103 |
 |
…if there’s a common denominator in happiness – a universal fuel of joy – it’s that people want to control their lives.
|
083 |
