|
|
Unreasonable Hospitality:
…while it does take more time to fix someone else’s mistake than to do it yourself in the first place, these are short-term investments of time with long-term gains.
|
110 |
|
|
Unreasonable Hospitality:
Often, the perfect moment to give someone more responsibility is before they’re ready. Take a chance, and that person will almost always work extra hard to prove you right.
|
110 |
|
|
Unreasonable Hospitality:
…’It might not work’ is a terrible reason not to try an idea…
|
110 |
|
|
Unreasonable Hospitality:
…public speaking is a leadership skill. Being able to communicate your own excitement is a powerful way to engage the people who work for and with you, and to infect them with energy and a sense of purpose.
|
113 |
|
|
Unreasonable Hospitality:
…getting people to change their behavior is hard…
|
114 |
|
|
Unreasonable Hospitality:
A lot of good comes from empowering the most junior staff.
|
115 |
|
|
Unreasonable Hospitality:
The first time someone comes to you with an idea, listen closely, because how you handle it will dictate how they choose to contribute in the future.
|
116 |
|
|
Unreasonable Hospitality:
Remember: there’s often a brilliant idea right behind a bad one.
|
116 |
|
|
Unreasonable Hospitality:
…great leaders make great leaders.
|
117 |
|
|
Unreasonable Hospitality:
…no matter how hard they try, humans make mistakes.
|
119 |
