Quotes

Seductive Interaction Design, Page 019

We rarely notice… aesthetic choices, except when people get them wrong.

On Becoming a Leader, Page 019

…the new bottom line is that there is no bottom line – there aren’t any lines, much less limits or logic.

How Big Things Get Done, Page 019

…projects don’t go wrong so much as they start wrong.

Freakonomics, Page 019

Any incentive is inherently a trade-off; the trick is to balance the extremes.

Why Managers Matter, Page 019

Managers need to move away from specifying methods and processes, in favor of defining the principles they want people to apply or the goals they want people to meet.

The Speed of Trust, Page 19

When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life.

Why Work Sucks and How to Fix It, Page 019

The clock discourages innovation and creativity. You can’t be motivated to solve the company’s problems because even if you do you are still judged on how much time you put in. You can’t serve two masters.

On Becoming a Leader, Page 019

Life on this turbulent, complex planet is no longer linear and sequential, one thing logically leading to another. It is spontaneous, contrary, unexpected, and ambiguous.

The Making of a Manager, Page 019

Your job, as a manager, is to get better outcomes from a group of people working together.

The 5 Levels of Leadership, Page 019

Becoming a leader isn’t a mystical subject… everyone has the potential to move up to a higher level of leadership.