Quotes

Something Really New, Page 056

Each… form of change… can appear to be innovative, but only a useful change is really innovation.

Never Split the Difference, Page 56

…when you phrase a label as a neutral statement of understanding, it encourages your counterpart to be responsive.

It’s the Manager, Page 56

…data suggest that employees in today’s workforce expect their managers to coach them – primarily based on their strengths.

Deep Work, Page 56

…without clear metrics… business behavior is vulnerable to unstable whim and shifting forces, and in this volatile scrum deep work has fared particularly poorly.

Management, Page 056

Knowledge workers expect continuous learning and continuous training. Above all, they want respect, not so much for themselves but for their area of knowledge.

Drive, Page 56

…extrinsic motivators – especially tangible, ‘if-then’ ones – can also reduce the depth of our thinking. They can focus our sights on only what’s immediately before us rather than what’s off in the distance.

A Sense of Urgency, Page 56

…an ever-increasing body of research from neurologists and psychologists affirms that below the calm, logical veneer rages another world.

Focus, Page 56

Selecting one sharp focus requires inhibiting a multitude of others… That takes cognitive effort.

Working Identity, Page 056

When a relationship with a mentor deteriorates, or irreconcilable differences with our superiors arise, we experience more than mere disillusionment; our images of possible futures also change.

The Inspirational Leader, Page 056

Followers who fear their leaders are unlikely to challenge what their leaders say or think…