Adopted from the following great insight shared by Daniel Pink from the book Drive
“Especially for fostering creative, conceptual work, the best way to use money as a motivator is to take the issue of money off the table so people concentrate on the work.”
Adopted from the following great insight shared by Daniel Pink from the book Drive
“Empathy is about standing in someone else’s shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place. ”
Adopted from the following great insight shared by Daniel Pink from the book Drive
“A lot of white-collar work requires less of the routine, rule-based, what we might call algorithmic set of capabilities, and more of the harder-to-outsource, harder-to-automate, non-routine, creative, juristic – as the scholars call it – abilities.”
Adopted from the following great insight shared by Daniel Pink..
“A lot of times when you have very short-term goals with a high payoff, nasty things can happen. In particular, a lot of people will take the low road there. They’ll become myopic. They’ll crowd out the longer-term interests of the organization or even of themselves.”
Adopted from the following great insight shared by Jim Collins from the book Good to Great
“Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. “
Adopted from the following great insight shared by Jim Collins from the book Good to Great
“Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. “
Adopted from the following great insight shared by Jim Collins from the book Good to Great
“First Who … Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it. The old adage “People are your most important asset” turns out to be wrong. People are not your most important asset. The right people are.”
Adopted from the following great insight shared by Jim Collins from the book Good to Great
“Freedom is only part of the story and half the truth…. That is why I recommend that the Statue of Liberty on the East Coast be supplanted by a Statue of Responsibility on the West Coast. —VIKTOR E. FRANKL, Man’s Search for Meaning”
Adopted from the following great insight shared by Jim Collins from the book Good to Great
“The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts”
Adopted from the following great insight shared by Simon Sinek from his book Leaders Eat Last
“Leaders are the ones who are willing to give up something of their own for us. Their time, their energy, their money, maybe even the food off their plate. When it matters, leaders choose to eat last.”