Quotes

Focus, Page 72

When this tendency to ignore evidence to the contrary spreads into a shared self-deception, it becomes groupthink.

Leading the Unleadable, Page 72

Confronting people with performance issues is difficult. Talking to people about what they are doing wrong evokes the feeling of being in conflict. Leaders, too, are susceptible to the flight or fight syndrome.

The Way We’re Working Isn’t Working, Page 072

Perhaps no single daytime renewal behavior more reliably influences performance – and is less common in the workplace – than taking a nap.

Good Boss, Bad Boss, Page 72

Wise bosses are devoted to knowing what they don’t know. They act boldly on facts they have right now, but search for signs they are wrong – seeking a healthy balance between courage and humility.

How to Become a Rainmaker, Page 72

Customers love questions. Customers love to talk. Customers feel more secure with the salesperson who asks questions and listens and takes notes.

Focus, Page 72

The unstated need to protect a treasured opinion (by discounting crucial disconfirming data) drives shared blind spots that lead to bad decisions.

Drive, Page 72

When people aren’t producing, companies typically resort to rewards or punishment.

Ogilvy on Advertising in the Digital Age, Page 072

The vast majority of content produced on the internet remains unread, unwatched, unseen, and unheard.

Never Split the Difference, Page 72

…creating an empathetic relationship and encouraging your counterpart to expand on their situation is the basis of healthy human interaction.

The Lean Startup, Page 72

…even the seasoned managers and executives at the world’s best-run companies struggle to consistently develop and launch innovative new products.