|
|
Leaders Eat Last:
If we do not find ways to correct the imbalance ourselves, the laws of nature will always balance it for us.
|
117 |
|
|
Leaders Eat Last:
Unfortunately, too many of the environments in which we work today do more to frustrate than to foster our natural inclinations to trust and cooperate.
|
118 |
|
|
Leaders Eat Last:
…there is a lack of empathy and humanity in the way we do business today.
|
118 |
|
|
Leaders Eat Last:
There are smart executives running companies and managing systems, but there seems to be a distinct lack of strong leaders to lead the people.
|
118 |
|
|
Leaders Eat Last:
The problem is, for us to be led, there must be leaders we want to follow.
|
119 |
|
|
Leaders Eat Last:
The problem now is that we have produced an abundance of nearly everything we need or want. And we don’t do well with abundance.
|
119 |
|
|
Leaders Eat Last:
Abundance can be destructive not because it abstracts the value of things. The more we have, the less we seem to value what we’ve got.
|
119 |
|
|
Leaders Eat Last:
…human beings, the end users of all this, become so far removed from the people who mean to serve them that they simply become just another metric to be managed.
|
120 |
|
|
Leaders Eat Last:
The more abstract people become, the more capable we are of doing them harm.
|
127 |
|
|
Leaders Eat Last:
The bigger our companies get, the more physical distance is created between us and the people who work for us or buy our products.
|
127 |
