The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?
Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.
The myth of management is that your personal values are irrelevant or inappropriate at work.
Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.
When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.
Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.
You can’t sell it outside if you can’t sell it inside.
Your company really has to work for you before you’ll really work for your company.
Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.
Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.
Try not to take this the wrong way, but your brain is smarter than you are.
Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.
Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.
Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.
Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.
Your values are your essence: an undistorted mirror showing you at your pure, attractive best.
The ‘fear of change’ excuse is something you see trotted out by organizations or management that believe customers are old, stupid, ignorant, and stubborn.
When you’re not on your own agenda, you’re prey to the agenda of others.
Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.
When you’re a manager, you work for your company. When you’re a leader, your company works for you.
Your dreams and the dreams of your company may be different, but they are in no way incompatible.
The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.
Let’s get right on top of the bottom line: You must live your personal values at work.
Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.
Values are the individual biases that allow you to decide which actions are true for you alone.
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.
You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.
Emotional commitment is a personal choice. Managers understand this even if their companies don’t.
Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
A poor attitude does not do the body any favours. Smile and the world will smile back at you.
A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.
Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.
The economy is in ruins! Bottom line? Good management will defeat a bad economy.
This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.
What first separates a leader from a normal human being? A leader knows who they are as a human being.
Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.
By your choices you reveal your commitments.
What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.
There’s a moment in everybody’s life when you’re hopeless, just hopeless with hope and trust. And then something happens, something too big to understand, and then everything changes
Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.
The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.
True leaders live their values everywhere, not just in the workplace.
Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.
Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.
Imagine a world where what you say synchs up, not sinks down.
The first step to solving any problem is to accept one’s own accountability for creating it.
What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.
Values are deeply held personal beliefs that form your own priority code for living.
The heart of a company’s performance is hardwired to the hearts of its managers.
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