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When you ask people to make changes that can be disruptive, difficult, and even frightening, they aren’t likely to embrace your call to action.
|
158 |
 |
If you want to increase your influence with those you hope to help change… you’re going to have to make some sacrifices.
|
158 |
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If you want to persuade people that you are serious, sacrifice your time.
|
159 |
 |
What predicate[s] whether an innovation [is] widely accepted or not [is] whether a specific group of people embrace[s] it.
|
166 |
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People who are respected and connected can exert an enormous amount of influence over any change effort.
|
182 |
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It often takes the support of formal leaders and opinion leader – to make it safe for people to embrace am innovation.
|
182 |
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…groups – people at all intellectual levels – often perform better than any one individual.
|
193 |
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Since you can’t know everything, it’s essential that you find people who can make up for your blind spots.
|
207 |
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When problems call for creativity and multiple views, place people in teams.
|
208 |
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…it’s important to remember that behavior is the one thing people have under their control.
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234 |
