Quotes

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.

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.

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.

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.

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…

Think Again, Page 62

Attachment. That’s what keeps us from recognizing when your opinions are off the mark and rethinking them.”

The Progress Principle, Page 062

When jobs have been robbed of personal meaning, the intention to work hard evaporates.