Quotes

Think Again, Page 208

Evidence shows that in learning cultures, organizations innovate more and make fewer mistakes.

No Hard Feelings, Page 208

Research shows that our brains respond more positively to empathetic bosses; when we feel a personal connection with a leader, we try harder, perform better, and are kinder to our colleagues.

Never Eat Alone, Page 208

Creativity in business is often nothing more than making connections that everyone else has almost thought of. You don’t have to reinvent the wheel, just attach it to a new wagon. – Mark McCormack

Sprint, Page 208

Asking target customers to do realistic tasks during an interview is the best way to simulate that real-world experience.

CrazyBusy, Page 208

Bring up problems sooner rather than later. Don’t let fear hold you back. The problem will only get worse… when life goes so fast, it is essential to communicate often and clearly.

The Five Dysfunctions of a Team, Page 208

Great teams also pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correct.

The Progress Paradox, Page 208

…the real danger of pursuit of stuff may be that most stuff is harmless, and therefore, utterly seductive.

Tiny Habits, Page 208

Removing the prompt is the simplest option for stopping an unwanted habit. And the best way to remove a prompt is to redesign your environment.

Think Again, Page 208

When trust runs deep in a team, people might not feel the need to question their colleagues or double-check their own work.

The Art of the Start 2.0, Page 208

…the goal of a speech is to entertain. If people are entertained, you can also slip in a few nuggets of information. But if your speech is dull, no amount of information will make it great.