Quotes

Making the Case, Page 030

Sometimes making the case can mean turning the worst-case scenario into the best one.

Give and Take, Page 30

…networks come with three major advantages: private information, diverse skills, and power.

HBR Guide to Persuasive Presentations, Page 30

For brainstorming to be successful, you have to suspend judgment and stay receptive to seemingly unrelated ideas – they may lead to something great.

Quit, Page 30

…when you are in the present, facing down the decision whether or not to cut your losses, [you’re] unable to see past what is happening right now.

Start With No, Page 30

The serious negotiator understands that he or she cannot go out into the world spending emotional energy in the effort to be liked, to be smart, to be important.

Brag!, Page 030

To really stick, brag bits and bragalouges need to be authentic, compelling, and delivered in a conversational way.

Reality is Broken, Page 30

Busywork generally gets a bad rap in our real lives, but when we choose it for ourselves, it actually helps us feel quite contented and productive.

Never Split the Difference, Page 30

…if we’re too much in a hurry, people can feel as if they’re not being heard and we risk undermining the rapport and trust we’ve built.

Give and Take, Page 30

By developing a strong network, people can gain invaluable access to knowledge, expertise, and influence.

Quit, Page 30

There’s a well-known heuristic in management consulting that the right time to fire someone is the first time it crosses your mind.