Quotes

Accelerate, Page 21

In a truly reliable, efficient, agile, and fast enterprise, the network meshes with the more traditional structure…

Stumbling on Happiness, Page 021

…human beings come into the world with a passion for control, they go out of the world the same way, and research suggests that if they lose their ability to control thigs at any point between their entrance and their exit, they become unhappy, helpless, hopeless, and depressed.

Never Split the Difference, Page 21

When we embrace negotiating’s transformative possibilities, we learn how to get what we want and how to move others to a better place.

Heart, Smarts, Guts, and Luck, Page 021

Nothing motivates us more, or compels us to work harder, than a compelling or infectious idea.

Emotional Intelligence 2.0, Page 21

EQ is so critical to success that… It’s the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence.

Traction, Page 21

Long-term predicting is not really about foretelling what will happen; it’s making a decision about what you will do tomorrow based on what you know today.

The Quarter-Life Breakthrough, Page 021

Success is relative… All of us can improve our work and learn from the best. But it’s far more useful to try to live in alignment with who you are than to try to be like someone else.

Primal Leadership, Page 21

Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of being continually off-key.

Leaders Eat Last, Page 21

It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.

The Lean Product Playbook, Page 21

Keeping problem space and solution space separate and alternating between them as you iteratively test and improve your hypotheses is the best way to achieve product-market fit.