Innovative organizations provide the freedom to act which arouses the desire to act.
Confidence is the sweet spot between arrogance and despair-consisting of positive expectations for favorable outcomes.
The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.
The goal of winning is not losing two times in a row.
I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.
The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
You can always buy something in English, you can’t always sell something in English.
It is crucial to recognize, reward, and celebrate accomplishments.
To take full advantage of the potential in e-business, leaders must lead differently, and people must work together differently. Let’s call this new way of working e-culture-the human side of the global information era, the heart and soul of the new economy.
Everything looks like a failure in the middle. In nearly every change project, doubt is cast on the original vision because problems are mounting and the end is nowhere in sight.
You’ve no future unless you add value, create projects.
The best way for business to move out of the Hall of Shame is to demonstrate a commitment to social causes. This also makes business sense. A focus on solving social problems has motivational benefits in lean economic times.
Nations need to understand their own strengths and weaknesses, and India’s tradition of dissent and democratic debate is a positive aspect.
If world problems feel too big to tackle, think small. Step by step. Small wins build confidence, lead the way to change.
Leadership is one of the most enduring, universal human responsibilities.
The more closed the circle, the more difficult it is for ‘outsiders’ to break in. Their very difficulty in entering may be taken as a sign of incompetence, a sign that the insiders were right to close their ranks.
Power stems from ‘rainmaking,’ as law firms put it: the ability to bring resources into the company.
Friendly people are caring people, eager to provide encouragement and support when needed most.
Change is like putting lipstick on a bulldog. The bulldog’s appearance hasn’t improved, but now it’s really angry.
Change is disturbing when it is done to us, exhilarating when it is done by us.