When you don’t know what true for you, everyone else has unusual influence.
When you don’t know what true for you, everyone else has unusual influence.
Hard-core results come from igniting the massive power of emotional commitm
Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?
Do you think your people struggle with being true to themselves? Do their v
Do you think your people struggle with being true to themselves? Do their values match up with their work?
The heart of a company’s performance is hardwired to the hearts of its mana
The heart of a company’s performance is hardwired to the hearts of its managers.
Companies should be the best possible place to practice fulfillment, to liv
Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.
The high quality of a company’s customer experience rarely has anything to
The high quality of a company’s customer experience rarely has anything to do with the high price of their product.
Managers know what they want most: to be allowed to achieve success by leve
Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.
Leaders make a lot of mistakes but they admit those mistakes to themselves
Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.
Leaders are people who know exactly who they are. They know exactly where t
Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.
To integrate one’s experiences around a coherent and enduring sense of self
To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.
Management controls performance in people because it impacts skills; it’s a
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
Leadership creates performance in people because it impacts willingness; it
Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.
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