Quotes

Good Boss, Bad Boss, Page 62

Experiments… show that managers who took responsibility for bad events like pay freezes and failed projects were seen as more powerful, competent, and likable than those who denied responsibility.

The Hard Thing About Hard Things, Page 062

Get the maximum number of brains on the problem even if the problems represent existential threats.

Quiet Leadership, Page 62

If we want to transform people’s performance we need to master the skill of acknowledgment.

Unapologetically Ambitious, Page 062

…it is possible for you to change your circumstances. You have to believe that: You have the power to create change.

The Making of a Manager, Page 062

It takes repeated good experiences to build up to a level of trust where you can be vulnerable and compassionately critical with each other.

Think Like a Champion, Page 062

It’s surprising what people can do with a deadline.

Talent is Overrated, Page 62

…abundant evidence show[s] clearly that people can keep getting better long after they should have reached their ‘rigidly determinate’ natural limits.

First, Break All The Rules, Page 62

The most important difference between a great manager and a great leader is one of focus. Great managers look inward. …Great leaders, by contrast, look outward.

When, Page 62

…social breaks – talking with coworkers about something other than work – are more effective at reducing stress and improving mood than other cognitive breaks…

The E-Myth Revisited, Page 62

…a business that ‘gets small again’ is a business reduced to a level of its owner’s personal resistance to change…