Quotes

Working Identity, Page 130

It is important to conduct our ‘role rehearsals’ outside our usual circles because the old audience tends to narrowly typecast us.

Range, Page 130

If we treated careers more like dating, nobody would settle down so quickly.

Why Work Sucks and How to Fix It, Page 131

…people take ownership of the work they do because they have the power to decide what is best for them.

High Performance Habits, Page 131

…you cannot become extraordinary without a sense that it’s absolutely necessary to excel.

Leaders Eat Last, Page 131

Our (or indeed a company’s) sense of right or wrong, despite the letter of the law, matters on a social level. This is the very foundation of civil society.

The No Asshole Rule, Page 131

Learning when and how to simply not give a damn isn’t the kind of advice you hear in most business books, but it can help you make the best of a lousy situation.

Decisive, Page 131

The best ideas, it’s believed, come from… close-up sensory investigation of the situation; how can you improve something you don’t fully understand?

Radical Candor, Page 131

…the authority that comes with the [boss] role is, in fact, likely to bring out some of your worst instincts – so it may not just be a matter of unfair perception!

Atomic Habits, Page 131

Reframing your habits to highlight their benefits rather than their drawbacks is a fast and lightweight way to reprogram your mind and make a habit seem more attractive.

Switch, Page 131

Starting an unpleasant task is always worse than continuing it.