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Focus:
Coming up with a radically innovative strategy demands perceiving a novel position, one your competitors do not see.
|
214 |
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Focus:
Winning tactics are available to everyone, yet are overlooked by all but a few.
|
214 |
|
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Focus:
Innovations rearrange our sense of what’s possible.
|
217 |
|
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Focus:
An organization that focuses inwardly may execute superbly. But if it has not attuned to the larger world in which it operates, that execution may end up in the service of a failed strategy.
|
218 |
|
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Focus:
The mind’s executive, the arbiter of where our focus goes, manages both the concentration that exploitation requires and the open focus that exploration demands.
|
218 |
|
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Focus:
…every company will face a point when it will have to change dramatically to survive, let alone raise its performance. ‘Miss the moment, … and you start to decline.’
|
219 |
|
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Focus:
…the stress of overload, sleeplessness, and turning to substances that calm you down are all too prevalent among those in high-demand jobs.
|
220 |
|
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Focus:
The sweet spot for decisions… comes not just from being a domain expert, but also from having high self-awareness.
|
223 |
|
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Focus:
That subtle stirring – This feels right – sets our direction even before we can put that decision into words.
|
223 |
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Focus:
There’s a strong case that leaders need the full range of inner, other, and outer focus to excel – and that a weakness in any one of them can throw a leader off balance.
|
224 |
