Quotes

HBR Leader’s Handbook, Page 199

…make a habit of seeking opportunities to collect feedback from a wide range of people you work for and work with about your performance, style, strengths, and gaps.

The Psychology of Money, Page 199

We all want the complicated world we live in to make sense. So we tell ourselves stories to fill in the gaps of what are effectively blind spots.

Overwhelmed, Page 199

…men very much need to be in the picture if we are all to climb out of the overwhelm and redefine work, love, and play for everyone.

Good Boss, Bad Boss, Page 199

…trying something creative rather than punitive may be the most promising path – no matter how much the perpetrators may deserve to be punished and sent packing.

Sprint, Page 199

One-on-one interviews are a remarkable shortcut. They allow you to test a façade of your product… But they also offer an important insight that’s nearly impossible to get with large-scale quantitative data: why things work or don’t work.

The 5 Levels of Leadership, Page 199

Good leaders forge ahead, break ground, and make mistakes. And they expect the same from their people.

Good Boss, Bad Boss, Page 199

All bosses can be more effective when they work with, rather than against, the peer culture. Bosses who are known as fair and consistent will get more support from the peer culture when they do their dirty work.

The 5 Levels of Leadership, Page 199

Since you can’t prevent mistakes, why not adopt an attitude in which you can learn from them? That’s the only way anyone can really profit from mistakes anyway.

The 5 Levels of Leadership, Page 200

If you want to become a People Development leader, you must give others your trust and earn their trust in return.

Unapologetically Ambitious, Page 200

The real value in formal mentorship relationships comes from reaching outside your circle.