Quotes

Good Boss, Bad Boss, Page 23

…followers who are closely monitored become less creative because – to avoid screwing up in front of the boss – they stick to tried-and-true paths.

How, Page 23

In a connected world, power shifts to those best able to connect.

Why Work Sucks and How to Fix It, Page 023

We learn about work from watching our parents and elders experience work, from the stories they tell.

What Got You Here Won’t Get You There, Page 23

Overcommitment can be as serious an obstacle to change as believing that you don’t need fixing or that your flaws are part of the reason you’re successful.

Management, Page 023

…[managers] represent power – and power has to be accountable, has to be legitimate. They have not yet faced up to the fact that they matter.

Hooked, Page 23

User habits are a competitive advantage. Products that change customer routines are less susceptible to attacks from other companies.

Thinking, Fast and Slow, Page 023

Intense focusing on a task can make people effectively blind, even to stimuli that normally attract attention.

Distracted, Page 023

People who focus well report feeling less fear, frustration, and sadness day to day, partly because they can literally deploy their attention away from negatives in life.

Good Boss, Bad Boss, Page 23

The best management is sometimes less management or no management at all.

Overwhelmed, Page 23

What often matters more than the activity we’re doing at a moment in time… is how we feel about it. Our perception of time is, indeed, our reality.