| 15820 Quotes Found |
The Practical Agilist Guidebook, Page 203
The organizational structure of a company often gets muddled with the functional design of how teams need to work, creating artificial dependencies that maybe shouldn’t even be there.
Start With No, Page 203
…the decision-making process within your adversary’s organization must be discovered and understood at the very beginning of the negotiation, or as soon thereafter as possible.
From Paycheck to Purpose, Page 203
Your dream job will free you up to do the best work of your life because you’re in your sweet spot… that comes with doing what you were born to do.
Give and Take, Page 203
…reluctance to be assertive is especially likely to afflict agreeable givers, who pay a price in their pocketbooks.
Atomic Habits, Page 203
Measurement is only useful when it guides you and adds context to a larger picture, not when it consumes you.
Predictably Irrational, Page 203
…our internal honesty monitor is active only when we contemplate big transgressions…
Good Boss, Bad Boss, Page 203
Research on everything from negotiation, to revenge, to company integrity reveals that when people believe they are dealing with a liar… they get angry, retaliate… and lose faith in otherwise competent bosses and colleagues.
Atomic Habits, Page 203
In our data-driven world, we tend to overvalue numbers and undervalue anything ephemeral, soft, and difficult to quantify.
Quiet Leadership, Page 203
Feedback is the delicate art of letting people know the score. Feedback gives people information that helps them learn and grow.
The 5 Levels of Leadership, Page 203
Only leaders can develop other people to become leaders.