Quotes

Think Again, Page 83

Rethinking depends on a different kind of network: a challenge network, a group of people we trust to point out our blind spots and help us overcome our weaknesses.

Influence, Page 83

We automatically assign to good-looking individuals such favorable traits as talent, kindness, honesty, agreeableness, trustworthiness, and intelligence.

Managing Up, Page 083

…you will learn and grow more from a difficult boss than you ever will from a great or easy boss.

Go Put Your Strengths to Work, Page 083

…each of us is at our personal peak of happiness when we are deeply immersed in a specific activity.

Feel the Fear… and Do It Anyway, Page 83

Nothing is going to come to you – especially in the beginning. You have to go out and create the kind of support you want.

The Speed of Trust, Page 83

When we believe people truly are acting in our best interest, we tend to trust them. When we believe that they are not acting in our best interest, we do not trust them. It’s that simple.

The Advantage, Page 83

As a result of having no real idealistic boundaries, they [executives] operate in a largely reactive, shortsighted way, being overly tactical and opportunistic.

Fierce Conversations, Page 83

The issues in my life are rarely about you. They are almost always about me.

Think Again, Page 83

The ideal members of a challenge network are disagreeable, because they’re fearless about questioning the way things have always been done and holding us accountable for thinking again.

HBR Guide to Persuasive Presentations, Page 83

Place Something They’ll Always Remember – a climactic S.T.A.R. moment – in your presentation to drive your big idea home.