Quotes

Accelerate, Page 112

When people have a true sense of urgency around a big strategic opportunity, they instinctively look for something they can do each day to push the enterprise…

On Becoming a Leader, Page 112

…too much intellectualizing tends to paralyze us. But true reflection inspires, informs, and ultimately demands resolution.

Give and Take, Page 112

It turns out that givers are the least vulnerable to the mistake of overinvesting in people…

The 5 Levels of Leadership, Page 112

…care balanced with candor creates developing relationships.

What Got You Here Won’t Get You There, Page 112

More than anything, negative feedback shuts us down. We close ranks, turn into our shell, and shut the world out.

168 Hours, Page 112

Numbers, even when abused, appear to provide objective evidence of your argument. They convince people where words do not. You should use this to your advantage.

Never Split the Difference, Page 112

…the socially lubricating ‘yeses’ and ‘you’re rights’ that get thrown out fast and furious early… are not in any way a substitute for real understanding…

Getting to Yes, Page 112

A lot of time in negotiation is spent criticizing. Rather than resisting the other side’s criticism, invite it. Instead of asking them to accept or reject an idea, ask them what’s wrong with it.

Never Eat Alone, Page 112

Don’t think of your next conference as a business-related retreat. Think of it as a well-coordinated campaign to further your mission.

Switch, Page 112

When people push for a change and it doesn’t happen, they often chalk it up to a lack of understanding.