Quotes

The Enthusiastic Employee, Page 198

…organizations should encourage [the] exchange [of information] by making people less, not more, deferential to power in the way decisions are arrived at.

To Sell is Human, Page 198

Questions… change the rules of engagement and therefore the nature of the interaction itself.

Give and Take, Page 198

Once successful givers see the value of sincerity screening and begin to spot agreeable takers as potential fakers, they protect themselves by adjusting their behavior accordingly.

The Rare Find, Page 199

Even the occasional stumble isn’t really a mistake; it’s a low-cost lesson in how to pick better next time. But when an organization’s destiny hinges on a single hire, everything changes.

Good Boss, Bad Boss, Page 199

Research on employee theft shows that ridicule, ostracism, and nasty gossip by peers is 250 percent more effective for deterring stealing than forms of punishment by supervisors.

Courage is Calling, Page 199

What we’re willing to give – that full measure of our devotion, to the effort, to a stranger, to what must be done – that’s what takes us higher.

The 5 Levels of Leadership, Page 199

…don’t try to put people in a box. Try to help them make the most of their fumbles, flops, and failures.

168 Hours, Page 199

People waste incredible amounts of time commuting.

Never Eat Alone, Page 199

…could God have blessed us with a better social lubricant [than wine]?

The Rare Find, Page 199

The financial risks of a blunder are alarming; the reputational risks even worse. Knowing when to say no becomes crucial.