Quotes

Never Eat Alone, Page 155

We’re often so worried about what we’re going to say next that we don’t hear what’s being said to us now.

Thanks for the Feedback, Page 156

Just as we can retrigger negative feelings by recalling negative feedback, we can extend our positive sustain by recalling positive feedback…

The Hard Thing About Hard Things, Page 156

Nothing motivates a great employee more than a mission that’s so important that it supersedes everyone’s personal ambition.

A World Without Email, Page 156

Producing software is not like producing cars: it’s hard to accurately estimate how long different steps will take or what problems might arise.

The Effective Manager, Page 156

If you’re like most managers, you’ve learned that if you assign additional work, and give it a long deadline, it’s unlikely to get done.

Blue Ocean Strategy, Page 156

By learning to use their current resources right, companies often find they can tip the resource hurdle outright.

Think Again, Page 156

Listening well is more than a matter of talking less. It’s a set of skills in asking and responding. It starts with showing more interest in other people’s interests rather than trying to judge their status or prove our own.

The Speed of Trust, Page 156

To negotiate with transparency does not mean you always have to lay all your cards on the table. But it does mean that you are transparent with appropriate information and with what you’re trying to accomplish.

Amp It Up, Page 156

When external circumstances change, companies that run out of potential new markets to grow into are often forced into acquisitions or other desperate measures.

The Effective Manager, Page 156

…the best way to help people improve is by creating short-term tasks.