Quotes

Range, Page 178

…for difficult challenges organizations tend toward local search. They rely on specialists in a single knowledge domain, and methods that have worked before.

Give and Take, Page 178

Otherish givers build up a support network that they can access for help when they need it.

The Speed of Trust, Page 178

When people see you as a learning, growing, renewing person… they develop confidence in your ability to succeed in a rapidly changing environment…

The Art of Possibility, Page 178

The practice of framing possibility calls upon us to use our minds in a manner that is counterintuitive: to think in terms of the contexts that govern us rather than the evidence we see before our eyes.

Leaders Eat Last, Page 178

When someone used to being in control is in a situation they don’t fully understand, they can be blind to their own ignorance.

The Speed of Trust, Page 178

…if you aren’t making a conscious effort to Get Better, you’re not just standing still; you’re getting farther and farther behind.

Never Split the Difference, Page 178

People who are lying are, understandably, more worried about being believed, so they work harder – too hard, as it were – at being believable.

Priceless, Page 178

About 40 percent of all rebates are believed to go uncollected.

The Power of Habit, Page 178

Good leaders seize crises to remake organizational habits.

Heart, Smarts, Guts, and Luck, Page 178

…the starting point should always be which niche, or area, of a big market can you truly dominate?