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The Hard Thing About Hard Things:
In life, everybody faces choices between doing what’s popular, easy, and wrong versus doing what’s lonely, difficult, and right.
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212 |
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The Hard Thing About Hard Things:
Every time you make the hard, correct decision you become a bit more courageous and every time you make the easy, wrong decision you become bit more cowardly.
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213 |
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The Hard Thing About Hard Things:
…when it comes to CEO succession, internal candidates dramatically outperform external candidates. The core reason is knowledge.
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214 |
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The Hard Thing About Hard Things:
The primary purpose of the organizational hierarchy in a company is decision-making efficiency.
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216 |
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The Hard Thing About Hard Things:
There is no prototype for the perfect CEO. Radically different styles… can all lead to great outcomes.
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219 |
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The Hard Thing About Hard Things:
Perhaps the most important attribute required to be a successful CEO is leadership.
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219 |
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The Hard Thing About Hard Things:
…the measure of the quality of a leader: the quantity, quality, and diversity of people who want to follow her.
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219 |
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The Hard Thing About Hard Things:
Oe of the biggest misperceptions in our society is that a prerequisite for becoming a CEO is to be selfish, ruthless, and callous. In fact, the opposite is true and the reason is obvious.
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220 |
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The Hard Thing About Hard Things:
Smart people do not want to work for people who do not have their interests in mind and in heart.
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220 |
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The Hard Thing About Hard Things:
Truly great leaders create an environment where the employees feel that the CEO cares more about the employees than she cares about herself.
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220 |
