Quotes

First, Break All The Rules, Page 63

Great managers are not miniexecutives waiting for leadership to be thrust upon them. Great leaders are not simply managers who have developed sophistication. The core activities of a manager and a leader are simply different.

The Enthusiastic Employee, Page 63

…there are employees who are, in effect, ‘allergic’ to work – they do just about anything to avoid it.

Think Like a Champion, Page 063

Learn to economize. People appreciate brevity in today’s world.

The Inspirational Leader, Page 063

…research shows that new managers are usually promoted without the skills needed to be good managers or leaders…

Think Again, Page 63

Most of us are accustomed to defining ourselves in terms of our beliefs, ideas, and ideologies. This can become a problem when it prevents us from changing our minds as the world changes and knowledge evolves.

Never Split the Difference, Page 63

…labels help to uncover and identify the primary emotion driving almost all of your counterpart’s behavior, the emotion that, once acknowledged, seems to miraculously solve everything else.

The Hard Thing About Hard Things, Page 063

If you want to be great, this is the challenge. If you don’t want to be great, then you never should have started a company.

Freakonomics, Page 063

Information is so powerful that the assumption of information, even if the information does not actually exist, can have a sobering effect.

HBR Guide to Persuasive Presentations, Page 63

Stories have the power to win customers, align colleagues, and motivate employees.

Thanks for the Feedback, Page 63

…once we spot an error, we can’t contain ourselves; we have to jump in and set things straight. But we have to fight that instinct. We have to consciously and persistently choose to ask about their data and share our own.