Quotes

What if it Does Work Out?, Page 009

It may not seem obvious at first but, more often than not, if something scares us it’s because it’s important to us.

Transformed, Page 009

…the product operating model is a conceptual model. It’s a way for you to think about the work. It is not a prescription. It is not a process. There is no single framework or methodology or tool.

Drive, Page 9

Too many organizations… still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science.

Good Boss, Bad Boss, Page 9

Despite the horseshit spewed out by too many management gurus, there are no magic bullets, instant cures, or easy shortcuts to becoming a great boss. Anyone who tells you otherwise is a liar.

Think Like a Champion, Page 009

A big mind requires a variety of thoughts and impulses to keep it well occupied, so make sure you keep your mind engaged in the best ways possible. It could very well be your calling card for success.

Influencer, Page 009

…the past 30 years of change literature reveals that fewer than one in eight workplace change effort produce anything other than cynicism.

Tiny Habits, Page 9

Keeping changes small and expectations low is how you design around fair-weather friends like motivation and willpower.

The Coaching Habit, Page 9

Building a coaching habit will help your team be more self-sufficient by increasing their autonomy and sense of mastery by reducing your need to jump in, take over and become the bottleneck.

Management, Page 009

As long as measurements are abused as a tool of control, measuring will remain the weakest area in the manager’s performance.

Drive, Page 9

…[organizations] continue to pursue practices such as short-term incentive plans and pay-for-performance schemes in the face of mounting evidence that such measures usually don’t work and often do harm.