 |
We must model the behavior we want to see, actively incentivize the kinds of behaviors that build trust and give e people responsible freedom and the support they need to flourish in their jobs.
|
121 |
 |
The strategic view is understanding who are your champions, who will be your supporters, who will detract from your efforts and who will sabotage you.
|
031 |
 |
The job does not support your career goals? Don’t settle. If you don’t like the people you are working with? Don’t settle.
|
139 |
 |
The evidence simply does not support the notion that all companies must inevitably succumb to demise and disintegration, at least not within a 100-year time frame.
|
025 |
 |
When you share your plan with others, you increase your chances of finding supporters who can help you achieve your breakthrough.
|
160 |
 |
Too often, it feels like our mistakes pile up, while our accomplishments disappear. With the right support at the right moments, we can overcome obstacles to growth.
|
085 |
 |
Giving is active – coaching others reminds you that you have something to offer. It convinces you that your bootstraps are strong enough to support you.
|
139 |
 |
…we reach the greatest heights when we attach our bootstraps to other people’s boots. If multiple credible supporters believe in us, it’s probably time to believe them.
|
150 |
 |
…when you’re hiring, you’re not only hiring the people who are going to represent and support you, but the people who are going to represent and support the team already working for you.
|
083 |
 |
Even when the topic is factual, absolute values are less likely to be exposed when people only search for facts that support their prior beliefs.
|
167 |
