Quotes

Management, Page 117

It is futile to try to guess what products and processes the future will want. But it is possible to decide what idea one wants to make a reality in the future, and to build a different business on such an idea.

Average is Over, Page 117

In the short and perhaps medium term there will be greater frustrations and some choices will be taken away from us.

Getting to Yes, Page 117

The one-text procedure not only shifts the game away from positional bargaining, it greatly simplifies the process both of inventing options and of deciding jointly on one.

How to Be a Great Boss, Page 117

Even though compensation is important, don’t underestimate the power of positive recognition.

Never Eat Alone, Page 117

When sessions open up for questions, try and be among the first people to put our hand in the air. A really well-formed and insightful question is a mini-opportunity to get seen by the entire audience.

Never Split the Difference, Page 117

Deadlines are the bogeymen of negotiation, almost exclusively self-inflicted figments of our imagination, unnecessarily unsettling us for no good reason.

How the Mighty Fall, Page 117

…the right leaders feel a sense of urgency in good times and bad, whether facing threat or opportunity, no matter what.

Thinking, Fast and Slow, Page 117

…if you follow your intuition, you will more often than not err by misclassifying a random event as systematic.

Emotional Intelligence 2.0, Page 117

There is a strong relationship between what you think and how you feel, both physically and emotionally.

Why Work Sucks and How to Fix It, Page 117

When you force people to be at a specific place at a specific time every single day, they’re not going to give their best.