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Accelerate:
Developing the mega-force of strategic urgency requires… [people to] think seriously about what it means, and be open to and excited about new possibilities.
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117 |
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Accelerate:
’Bringing the outside in’ means using every possible communication mechanism to import the reality of the situation.
|
118 |
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Accelerate:
There are certainly cases in which people need a wake-up call and a blow on the head may be essential. But repeated bashings do not help and do not work.
|
119 |
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Accelerate:
…evidence is overwhelming that… an opportunity is much more likely than a threat or a prediction of doom to increase [people’s] energy level to want to do something new.
|
119 |
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Accelerate:
Great communication – no matter the topic – always connects with people’s feelings and with what they find meaningful.
|
119 |
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Accelerate:
The best communication… will capture people’s attention in a way that almost compels them to be open minded… by stating the case in a way that pulls on the emotional strings common to us all.
|
119 |
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Accelerate:
Complacent people will rarely listen unless information comes at them multiple times, and with some emotional pull. They will not listen unless the situation is put into a context that seems relevant to them.
|
121 |
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Accelerate:
Forced to listen… you are more likely to feel annoyed than to develop any sense of true urgency.
|
121 |
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Accelerate:
Nothing is as powerful in opening masses of minds… creating a sense of urgency around a big competitive opportunity than role modeling.
|
122 |
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Accelerate:
…what defines successful role models is the fact that, over time, others around them start to think and act as they do. And such imitation has deep lasting impact.
|
123 |
