Quotes

How, Page 223

…informed acquiescence cultures tend to be management-oriented, with an established managing class and a well-entrenched bureaucracy.

High Performance Habits, Page 223

…people drastically underestimate the willingness of others to engage and help.

Focus, Page 223

That subtle stirring – This feels right – sets our direction even before we can put that decision into words.

High Performance Habits, Page 223

Studies show that people overestimate how often or to what degree others will judge them.

Good Boss, Bad Boss, Page 223

…as a boss, you need trusted advisors, mentors, and followers who feel safe telling you when you are being a schmuck.

Never Eat Alone, Page 223

…truth to tell, few talents are more important to managerial success than knowing how to tell a good story. – Mike Hattersly

Quit, Page 223

Diversification doesn’t just afford you a softer landing if you’re forced to quit. It also helps you to make more rational decisions about walking away from something that’s no longer worth pursuing.

168 Hours, Page 223

….using your 168 hours to build the life you want will require some serious discipline.

Fierce Conversations, Page 223

…silence is almost unendurable. Silence makes us nervous. So do innovation, change, and genius.

CrazyBusy, Page 223

…the evidence of interpersonal disconnection is as rampant as the evidence of electronic superconnection.