Quotes

Give and Take, Page 215

…when they feel inclined to back down, successful givers are prepared to draw reserves of assertiveness from their commitments to the people who matter to them.

Lean Thinking, Page 215

Good hearing is… needed to ensure that product designs contain what customers want rather than what designers enjoy making.

Decisive, Page 215

Fighting overconfidence means we’ve got to treat the future as a spectrum, not a point.

Grit, Page 215

When our parents are loving, respectful, and demanding, we not only follow their example, we revere it.

Measure What Matters, Page 215

Peak performance is the product of collaboration and accountability.

Denial, Page 215

…you have to be able to see clearly what is in front of you and not allow yourself to be blinded by theory.

Bullshit Jobs, Page 215

There seems to be a broad consensus not so much even that work is good but that not working is very bad; that anyone who is not slaving away harder than he’d like at something he doesn’t especially enjoy is a bad person…

Pour Your Heart Into It, Page 215

…we’re seldom motivated to seek self-renewal when we’re successful.

What Got You Here Won’t Get You There, Page 215

…smart managers need to shed the overconfident bias that they know as much as their employees know in specific areas.

No Hard Feelings, Page 215

Managing your feelings is as important as managing your reports; when you consider a throwaway comment or a momentary bad mood can ruin someone’s day.