 |
…it is only when all the members of an organization are aligned around a strategy and support it, for better or for worse, that a company stands apart as a great and consistent executor.
|
171 |
 |
…people… are only capable of being fully self-reliant when they feel supported by and attached to trusted others.
|
130 |
 |
By making public declarations about what we seek and what common thread binds our old and new selves, we clarify our intentions and improve our ability to enlist others’ support.
|
157 |
 |
It often takes the support of formal leaders and opinion leader – to make it safe for people to embrace am innovation.
|
182 |
 |
…the emotional, cognitive, and social factors that support exaggerated optimism are a heady brew, which sometimes leads people to take risks that they would avoid if they knew the odds.
|
263 |
 |
…when we feel supported and motivated by our colleagues, we are happier, more productive, and stick around longer.
|
180 |
 |
…half of leaders report feeling alone in their roles. Seek support from peers with whom you feel safe talking openly about personal and professional issues.
|
216 |
 |
Most [organizations] struggle with the full end-to-end value stream and fail to include the skills of research and product discovery as well as the testing, DevOps, deployment, and support skills on the team.
|
030 |
 |
The people who are the most intimate with the information should be able to make better decisions about the products they build and support.
|
038 |
 |
…the concept of an agile team’s independence is largely a reflection of the environment and support of the leadership surrounding the team.
|
041 |
