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Sooner Safer Happier, Page 185
People have ‘T’-shaped skills – they are generalizing specialists with a deep expertise in a skill set and an expectation and willingness to help out broadly on the team where help is needed.
The Quarter-Life Breakthrough, Page 185
You have to be willing to take criticism and use it as fuel to make you work harder. To stop receiving criticism is to stop creating.
Good Boss, Bad Boss, Page 185
…surviving multiple layoffs wears down people’s psychological defenses, provoking depression, health problems, and thoughts of quitting.
Getting Things Done, Page 185
There are an infinite number of possible checklists that allow you to have more relaxed control in various situations across your life and work.
A Sense of Urgency, Page 185
With a culture of urgency, people deeply value the capacity to grab new opportunities, avoid new hazards, and continually find ways to win.
Give and Take, Page 185
…otherish givers are fortified against burnout: through giving, they build up reserves of happiness and meaning that takers and matchers are less able to access.
HBR Leader’s Handbook, Page 185
Probably the single most important thing for a leader is to have the drive to win and the grit to keep going. – Chris Lischewski
The Enthusiastic Employee, Page 185
How customers are treated has a large impact on their willingness to continue doing business with a company; the impact is no smaller on employees and their willingness to perform at high levels.
Sooner Safer Happier, Page 185
The multidisciplinary nature of the teams minimizes handoffs and dependencies on other teams, enabling flow, fast feedback, learning, and agility.
Never Split the Difference, Page 185
The art of closing a deal is staying focused to the very end. There are crucial points at the finale when you must draw on your mental discipline.