Quotes

The Five Dysfunctions of a Team, Page 207

Great teams ensure that everyone’s ideas are genuinely considered, which then creates a willingness to rally around whatever decision is ultimately made by the group.

Atomic Habits, Page 207

In general, the more local, tangible, concrete, and immediate the consequence, the more likely it is to influence individual behavior.

Never Split the Difference, Page 207

Researchers have found that people getting concessions often feel better about the bargaining process than those who are given a single firm, ‘fair’ offer.

The Art of the Start 2.0, Page 207

…if you want to succeed as an evangelist and CEO, you must learn how to make speeches.

Hooked, Page 207

By looking forward to anticipate where interfaces will change, the enterprising designer can uncover new ways to form user habits.

Denial, Page 207

No matter how brutal those facts may be, ignoring, dismissing, rationalizing, or twisting them will not make them less so.

The Messy Middle, Page 207

Don’t give those resistant to change false hope for things staying the same; when a decision is made, declare the implications and chop off the rearview mirror.

It Doesn’t Have to Be Crazy at Work, Page 207

People have no problem with change they asked for. What people don’t like is forced change – change they didn’t request on a timeline they didn’t choose.

Traction, Page 207

It takes longer to turn a large ship than a small one.

Playing Big, Page 207

When we turn away from our callings, we’re turning away from our customized curriculum for personal growth.