 |
Autonomy, empowerment, and psychological safety increase intrinsic motivation and engagement as people bring their brains to work.
|
107 |
 |
More often, people will not speak up due to fear of being shot down, belittled, or blamed.
|
128 |
 |
People should be encouraged and inspired to challenge the status quo is a safe-to-fail environment without fear of reprisal.
|
128 |
 |
A commonly observed antipattern is people in senior roles not exhibiting the behaviors that they are asking or expecting from people within their remit.
|
130 |
 |
…[in] large traditional firms… people are at their best during periods of chaos… people come together, they rally around a common shared mission and address it.
|
132 |
 |
In a crisis, people generally use their initiative and don’t wait to be given step-by-step orders. The trick is to maintain this without the chaos.
|
132 |
 |
Organized human endeavor should not be run as a benevolent dictatorship; rather, leaders should be helping people bring their full selves to work.
|
155 |
 |
Servant leaders… listen and exhibit empathy. They acknowledge other people’s perspectives, give people support o be able to meet their goals, involve them in decisions, and build a sense of community. – Robert Greenleaf
|
159 |
 |
…if people are fearful for their jobs and afraid to speak up, the result will be an unhealthy silence.
|
213 |
 |
A focus only on tooling will have minimal improvement on outcomes if processes, the system of work, and behavioral norms, how people are organized and incentivized, are not changing.
|
261 |
