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The most effective leaders are actually better at guarding against danger when they acknowledge it that it exists. Cowards, in contrast, cling to the hope that failure will never happen and may be sloppy in the face of danger - not because they don't acknowledge that it exists, but because they are just too afraid of it to look it in the eye.
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The next time someone starts listing all the reasons an idea won't work or can't happen, ask them to give 3 reasons it can.
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People who go to work to be a part of the cause don't go home. They are home. Now - who wants to quit?
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When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from.
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What good is an idea if it remains an idea? Try. Experiment. Iterate. Fail. Try again. Change the world.
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We pursue exercise even though empirically we see no benefit from the energy we're spending and we're hurting. So empirically we should quit. The why is exactly the same thing. You persist even though there are some short-term stresses and even though there is some uncertainty.
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Leaders don’t complain about what’s not working. Leaders celebrate what is working and work to amplify it.
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I knew what I did and I knew how I did it, but I didn't know why.
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People have accused me of only working with good companies. No I don't. I work with some very dysfunctional companies or unbelievably dysfunctional organizations. The people that bring me in know what they're doing won't work for the future. They know they want to change and they want to change for the right reasons. They believe what I believe and that's why they called me.
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The courage of leadership is giving others the chance to succeed even though you bear the responsibility for getting things done.
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There's only one why. You only have one why, and your why is fully formed by the time you're 17, 18 or 19years old, maybe even earlier. The rest of your life are simply opportunities to either live in or out of balance and the career choices we make and the decisions we make in our lives either put us in balance with our why, which makes us happy, fulfilled and inspired. Or it puts us out of our why, which makes us frustrated, stressed out and sometimes we fail.
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A leader's job is not to do the work for others; it's to help others figure out how to do it themselves, to get things done and to succeed beyond what they thought possible.
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Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.
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Trust has two dimensions: competence and integrity. We will forgive mistakes of competence. Mistakes of integrity are harder to overcome.
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Some good leaders are rough around the edges and some leaders are difficult. Some have difficult personalities and some are really nice to be around, but those are not the qualifications. The qualifications are their desire to see us achieve more, their desire to push us to be the best we can be. Not for their selfish gain, but because they believe that we have something to offer.
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Academic experts may not be good at doing what they are experts in themselves, but they are good at explaining the subject matter to others. They write books, teach courses and offer lessons and give steps others can follow.
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I'm simply following the journey.
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What I thought I developed all of those years ago was a pattern to understand communication.
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A company and leaders of the company have the responsibility of the precious lives of all the human beings that work there.
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Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down.
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Rule books tell people what to do. Frameworks guide people how to act. Rule books insist on discipline. Frameworks allow for creativity.
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I find, when you're an optimist, life has a funny way of looking after you.
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My sister made certain choices about the life she wanted. Those choices include a steady job, a husband and children. But balance and stability come at a cost. It is harder for her to be spontaneous. It is harder to just up and leave.
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Systems and processes are essential to keep the crusade going, but they should not replace the crusade.