Quotes

How, Page 152

…companies looking for the best talent put far less emphasis on specific expertise – a candidate’s WHATS – and far more on their HOWS.

The Effective Manager, Page 152

…to avoid doing anything that might be wrong, what most of us do is nothing at all.

Quit, Page 152

…once you step back and think about it, you realize that deciding not to change is itself a decision. At any moment, when you’re pursuing a goal, you are choosing to either stay on the path you’re on or change course. Sticking with the path is as much of a decision as choosing to quit.

Atomic Habits, Page 152

In a sense, every habit is just an obstacle to getting what you really want… You don’t actually want the habit itself. What you really want is the outcome the habit delivers.

Blue Ocean Strategy, Page 152

…experiences that don’t involve touching, seeing, or feeling actual results… are shown to be non-impactful and easily forgotten.

Emotional Intelligence 2.0, Page 152

When you are in conversation, don’t interrupt the other person until he or she is completely finished.

Think Again, Page 152

When contemplating a change, many people are ambivalent – they have some reasons to consider it but also some reasons to stay the course.

Lost and Founder, Page 152

…values should be explicit, because they act like the operating system for a person’s employment, affecting every action and decision they make.

The Effective Manager, Page 152

We all seem to want silver bullets – quick and easy… Stop looking for those (there aren’t any). Start thinking about things that might work.

The Heart of Change, Page 152

In successful transformations the answer is, at one level, very simple: when you have too much work, jettison some.