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The Hard Thing About Hard Things, Page 232
It’s important that you give people feedback because you want them to succeed and not because you want them to fail.
Start With No, Page 232
By framing your wants in terms of those decisions, you discipline yourself to live in the word of the adversary…
The Hard Thing About Hard Things, Page 232
Watered-down feedback can be worse than no feedback because it’s deceptive and confusing to the recipient.
Start With No, Page 232
In most negotiations, at some point one of your wants will be some numbers – prices, quantities – but always remember that numbers are limitations. Avoid them until the time is right.
The Way We’re Working Isn’t Working, Page 232
Perhaps no factor influences productivity more directly than people’s capacity for absorbed attention.
Good Boss, Bad Boss, Page 232
When the top dog can remain calm and civilized – even when the pressure is on and the chips are down – this antidote to asshole poisoning rolls down the hierarchy as bosses and others follow suit.
Focus, Page 232
With high self-awareness… you can more readily develop good self-management.
Quit, Page 232
The pass-fail nature of goals impedes your progress because it stops you from starting things for fear of being unable to complete them.
The Hard Thing About Hard Things, Page 232
…when done properly, feedback is a dialogue, not a monologue.
The Art of the Start 2.0, Page 232
…delete inappropriate comments… and flag trolls and spammers without hesitation. Life is too short to deal with orifices.