 |
…good managers know it’s impressive when people are confident enough to be candid. Self-awareness is compelling.
|
162 |
 |
You can hire people ahead of their own development curve and inspire them to grow into challenging new roles.
|
163 |
 |
Most people are, by definition, average performers. It’s ultimately about your attitude and behavior, which is a choice, not a skill set.
|
170 |
 |
…forcing ways of working on people is less likely to be successful than inviting participation with incentivization.
|
012 |
 |
This evolutionary tendency to avoid losses, even to obtain gains, further cements people’s desire to maintain the status quo.
|
050 |
 |
If old ways of behaving and thinking are used for new ways of working, people will not think for themselves; they will not improve; they will follow orders and wait for the next one.
|
050 |
 |
…craft a why for change that people will buy and that is unique to your organization. And then repeat that why.
|
058 |
 |
People in the pressurized middle have a very important role, and that role is no longer command and control or detailed order-giver.
|
089 |
 |
Interventions are irreversible. Like adding milk to coffee, they cannot be undone. People don’t forget.
|
095 |
 |
…organizations often start with the tooling because that’s easiest… It is harder to start with people, to unlearn existing behaviors and relearn new ones, yet this is the biggest lever for better outcomes.
|
095 |
