Quotes

Good Boss, Bad Boss, Page 215

Bossholes’ wicked shenanigans damage performance in diverse and devastating ways.

Never Eat Alone, Page 215

…you’ve got to figure out what exceptional expertise you’re going to master that will provide real value to your network and your company.

Quiet Leadership, Page 215

…when people do well, give them lots of positive feedback, be specific about it, and find ways to deepen any new habits emerging from their successes.

Reality is Broken, Page 215

…our ability to make ourselves better as individuals – to dive into more satisfying work, to foster real hopes of success, to strengthen our social connections, to become a part of something bigger – also helps us work together, longer, on more complex and pressing problems.

Unapologetically Ambitious, Page 215

…when we hear about risks other people have taken, it becomes easier to think about taking our own.

Never Eat Alone, Page 215

Today, where innovation has become more important than production, not moving forward means going backward.

Quiet Leadership, Page 215

When people underperform, venting your emotions as a leader is unlikely to do anything to improve their performance.

The Practical Agilist Guidebook, Page 215

People do better work when they understand why they are doing the things they are doing.

Lost and Founder, Page 215

…workers with jobs like software developer, product designer, and web marketer have vastly more marketplace leverage over their companies than those companies have over them.

It Doesn’t Have to Be Crazy at Work, Page 215

Everyone wants to be heard and respected. It usually doesn’t cost much to do, either.