Quotes

Who Believed in You?, Page 129

Perhaps setting positive expectations is the most important task of any mentor, more valuable than sharing any practical advice or strategies.

Something Really New, Page 129

…you cannot proceed efficiently if you treat each aspect of your product as unique and isolated from all others each time you build the product.

Influence, Page 129

The [Social Proof] principle states that we determine what is correct by finding out what other people think is correct.

Talent is Overrated, Page 129

Deliberately putting managers into stretch jobs that will require them to learn and grow is the central development technique of the most successful organizations.

Playing Big, Page 129

Studies show that many of the conventional strategies for workplace success don’t work as well for women as they do for men – such as networking and explicitly advocating for oneself.

Amp It Up, Page 129

Always be paranoid about what you are not doing but should be.

The Infinite Game, Page 129

…the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.

Something Really New, Page 129

In a complex service situation, the need is to join the tasks – to give the customer the opportunity to select a package deal.

Why Work Sucks and How to Fix It, Page 129

…you have a job to do and you do it, and when employees and managers are united in work rather than engaging in unhealthy internal competition, then it’s just that much easier to do your job.

Courage is Calling, Page 129

There is that clichéd bit of advice: Do one thing each day that scares you.