Quotes

Team of Teams, Page 067

…economic systems – the products of complex knots of human factors – confound linear attempts at prediction and control.

Measure What Matters, Page 67

…they need to see it’s okay to make a mistake, to correct it and move on. You can’t fear screwing up. That squelches innovation.

The Hard Thing About Hard Things, Page 067

…action items for CEOs: Build a culture that rewards – not punishes – people for getting problems into the open where they can be solved.

Freakonomics, Page 067

Armed with information, experts can exert a gigantic, if unspoken leverage: fear.

What Got You Here Won’t Get You There, Page 67

…paying attention to what we say is a great indicator of what we’re doing to turn people off.

The Art of the Start 2.0, Page 067

As the leader of the organization, you are responsible for results, and results are the product of a culture of execution.

Getting to Yes, Page 67

Time spent brainstorming together is surely among the best-spent time in negotiation.

Emotional Intelligence 2.0, Page 67

Your emotions are powerful weapons, and continuing to think that their effects are instant and minimal will only do you a disservice.

Getting Things Done, Page 67

Let’s face it: if there’s no good reason to be doing something, it’s not worth doing.

The Hard Thing About Hard Things, Page 067

If you run a company, you will experience overwhelming psychological pressure to be overly positive. Stand up to the pressure, face your fear, and tell it like it is.