Quotes

The Enthusiastic Employee, Page 324

It is easier for employees to accept the need for improvement… when they believe that management basically likes what they do and is helping them do it even better.

The Enthusiastic Employee, Page 324

Being specific in your praise diminishes the feeling that the praise is given for effect (a sort of public-relations gesture)…

Pour Your Heart Into It, Page 324

…if you level with your employees in bad times, they will trust you more when you say things are going well.

Management, Page 324

The measurable results are things that happened, they are in the past. There are no facts about the future.

Inspired, Page 325

…most companies that are exceptionally strong at execution are pretty tough places to work.

Management, Page 325

Because controls have such an impact, it is important that we select not only the right ones but also the appropriate ones, to enable controls to give right vision and to become the ground for effective action.

Thinking, Fast and Slow, Page 325

The probability of a rare event is most likely to be overestimated when the alternative is not fully specified.

Pour Your Heart Into It, Page 325

A good chief executive keeps the broader picture in mind when everyone else is focusing on the details.

Pour Your Heart Into It, Page 325

A decision to cut costs or raise efficiency will add value only if it is consistent with the overall long-term goals the company is trying to achieve.

Management, Page 325

The capacity of the computer to spew out huge masses of data does not make for better controls.