Quotes

Thanks for the Feedback, Page 307

As you think about whether and how to give feedback, make sure to factor in the long-term consequences for the receiver as well as your own short-term identity discomfort.

Thanks for the Feedback, Page 308

People who have impossibly high standards for themselves can also hold impossibly high standards for others, resulting in a steady stream of coaching and negative evaluation, and a conspicuous silence around appreciation.

High Performance Habits, Page 308

Perennial dissatisfaction is the first step on the path to misery.

Thinking, Fast and Slow, Page 308

Unfairly imposing losses on people can be risky if the victims are in a position to retaliate.

Thinking, Fast and Slow, Page 308

…our brains are not designed to reward generosity as reliably as they punish meanness.

Flawless Consulting, Page 308

The door to new ways of thinking doe snot open easily, and it is the tension in the room that actually becomes the key.

Mistakes Were Made (but not by me), Page 308

So embedded is the link between mistakes and stupidity in American culture that it can be shocking to learn that not all cultures share it.

The Enthusiastic Employee, Page 308

When a worker has a skill that is both important and unique or unusual in the workplace, it is a source of great joy.

The Enthusiastic Employee, Page 308

…receiving training – continual training – ranked at or near the top in every country in what employees say they want from their job.

The Enthusiastic Employee, Page 309

In addition to performing well and having their skills used, employees want to feel that what they do makes a difference, especially to their organization and to the organization’s customers.