Quotes

Never Eat Alone, Page 252

…trust is the essential element of mixing with powerful and famous people – trust that you’ll be discreet; trust that you have no ulterior motives… that you’ll deal with as people and not as stars… 252

Willpower, Page 252

The old advice that things will seem better in the morning has nothing to do with daylight, and everything to do with depletion. A rested will is a stronger will.

Thinking, Fast and Slow, Page 252

Organizations face the challenge of controlling the tendency of executives competing for resources to present overly optimistic plans.

The Enthusiastic Employee, Page 252

Statements of purposes and principles will be exercises in futility unless they are accompanied by a serious implementation plan.

The Speed of Trust, Page 252

Low trust creates disengagement, which leads to turnover – particularly of the people you least want to lose.

Thinking, Fast and Slow, Page 252

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than a rational weighting of gains, losses, and probabilities.

The Enthusiastic Employee, Page 253

Ironically, seeing employees strictly in economic terms is a long-term economic disadvantage for a company because it loses out on the extra performance that people who are enthusiastic about a purpose will give.

ReWork, Page 253

Great environments show respect for the people who do the work and how they do it.

The Speed of Trust, Page 253

When trust inside an organization is low, it gets perpetuated in interaction in the marketplace, causing greater turnover among customers, suppliers, distributors, and investors.

Thinking, Fast and Slow, Page 253

…people often (but not always) take on risky projects because they are overly optimistic about the odds they face.