Quotes

Measure What Matters, Page 50

…people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission.

The Other Side of Change, Page 050

A good question you can ask yourself during a period of transition is: Who else can this person be?

Think Like a Champion, Page 050

…while we can’t know everything, we should know as much as we can.

Hidden Potential, Page 050

Learning is more likely when people are reactive and growth oriented. Responding with an eye toward improvement makes people moldable, like clay.

Sooner Safer Happier, Page 050

If old ways of behaving and thinking are used for new ways of working, people will not think for themselves; they will not improve; they will follow orders and wait for the next one.

Ditch the Pitch, Page 050

A good persuader learns to be comfortable in her own skin, putting self-doubt and self-criticism aside.

The Heart of Change, Page 50

Trust is often missing in senior management teams, although top managers are loath to admit this in public.

Drive, Page 50

For complex or conceptual tasks, offering a reward can blinker the wide-ranging thinking necessary to come up with an innovative solution.

CrazyBusy, Page 050

…the goal of all the prioritizing and planning is to program you and your brain so that habit, routine, and other automatic functions can take over a big chunk of the work, freeing up your frontal lobs to the creative, sophisticated work…

Never Eat Alone, Page 50

Audacity in networking has the same pitfalls and fears associated with dating…