Quotes

Leading the Unleadable, Page 209

Truly great ideas for improvement come when you have successfully emptied your mind from worries and distractions and enabled your mind to be open to new ideas that are hidden within you.

Distracted, Page 209

Today… we have lost the necessary understanding that an inner resourcefulness must always go hand in hand with using our devices, or else we risk ceding control of our lives to our tools.

The Lean Startup, Page 209

…one of the most expensive forms of potential waste for a startup is spending time arguing about how to prioritize new development once it has a product on the market.

Start With No, Page 209

Once you have determined who the real decision makers are, it’s often hard to get to them because of the blockers standing in the way. If you can’t go around or over the blockers, you’ll never get your deal.

Think Again, Page 209

In performance cultures, we… censor ourselves in the presence of experts who seem to know all the answers – especially if we lack confidence in our own expertise.

Leading the Unleadable, Page 209

We go to work in organizations we work in because we accepted positions there. No one forced us to do the work that we do. The person you really work for is you.

Management, Page 209

…knowledge workers are not programmed by the machine… They largely are in control of their own tasks and must be in control of their own tasks.

The Lean Startup, Page 209

Engines of growth are designed to give startups a relatively small set of metrics on which to focus their energies.

Thinking, Fast and Slow, Page 209

Considering how little we know, the confidence we have in our beliefs is preposterous – and it is also essential.

Start With No, Page 209

Great leaders surround themselves with great blockers who love the game. You can count on this. Prepare for the person in a negotiation who loves the game.