Quotes

Tribes, Page 135

…we have an obligation to change the rules, to raise the bar, to play a different game, and to play it better than anyone has any right to believe is possible.

Only the Paranoid Survive, Page 135

During a strategic inflection point, management continually has to refine its conception of the strategic map of the industry… But mental maps are awfully forgiving of ambiguity. You must force yourself to commit your thoughts to paper.

The Inspirational Leader, Page 135

…it’s never the people; its’ the environment.

Accelerate, Page 135

…vision statements, as a vehicle to build urgency, all too easily make people feel as if they are being talked down to, and – big surprise – they don’t like being treated [that way].

Focus, Page 135

What makes data more useful is the person curating it.

Predictably Irrational, Page 135

…we can begin to feel ownership even before we own something.

Only the Paranoid Survive, Page 135

If senior managers and know-how managers share a common view of the industry, the likelihood of their acknowledging changes in the environment and responding in an appropriate fashion will greatly increase.

Feel the Fear… and Do It Anyway, Page 135

You have to do something to make your real life match your visualization. So your actions are critical.

The Speed of Trust, Page 135

By behaving in ways that build trust with one, you build trust with many.

Toxic Positivity, Page 135

If we constantly focused only on our lack or what we’re missing, life would be impossibly dark and challenging.