Quotes

The Enthusiastic Employee, Page 171

…workers are pleased relative to what they see or have heard happening elsewhere and relative to their fears as to what might have happened to them.

Blue Ocean Strategy, Page 171

…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.

Hidden Potential, Page 171

A culture of opportunity only succeeds when students are motivated to take advantage of those opportunities.

The Art of Possibility, Page 172

When a vision is leading an organization, it is instantly and steadily accessible to all members of the group.

Good Boss, Bad Boss, Page 172

Most bosses are expected to do so many things that it is often impossible to perform each chore perfectly – or even very well.

Good to Great, Page 172

…lasting transformations from good to great follow a general pattern of buildup followed by breakthrough.

Getting Things Done, Page 172

The more the merrier,… since increasing the volume of pure reference material adds no psychological weight.

The No Asshole Rule, Page 172

…organizations that drive in compassion and drive out fear attract superior talent, have lower turnover costs, share ideas more freely, have less dysfunctional internal competition, and trump the external competition.

Never Split the Difference, Page 172

A surprisingly high percentage of negotiations hinge on something outside dollars and cents, often having more to do with self-esteem status, and other nonfinancial needs.

Good Boss, Bad Boss, Page 172

The best bosses learn when they can and should ignore the least important demands from others. But some demands can’t be avoided even though they have little, if any, impact on people or performance.