Ayo Omojola

What we’re taught when we grow up is that our outcome is 100% correlated to our effort. If I study hard for a test or work hard on a project, I’m going to get a better grade than if I don’t try. So I’ve always just assumed that when things aren’t going well, I just need to work harder. It’s ingrained a lot of habits, … [ Read more ]

Jeffrey Pfeffer

If you have technical skills without influence skills, you’re not going to go anywhere cause you can’t get anything done. If you have influence skills without technical skills, you may go places but you’ll get the wrong things done. So you really need both.

Jaleh Rezaei

If speed is the yin, the yang is prioritization. You can’t be fast if you don’t know what’s important.

Tony Robbins

The biggest illusion people share with me is “I started a business so I can have more free time.” That’s like saying you had a child so you could have more free time. That is dumb, right? It’s another reason people fail. My view is that if your business is your mission, if it’s truly something you love and live for, it’s an extension of you, it’s … [ Read more ]

Khalid Halim

Communication is not just about what you say, it’s about the reaction it causes in the listener. Often we think delivering a message is enough without checking to see if it was actually received.

Chris Holmberg

Integral theory encourages you to look at the world through the lenses of the “It,” the “We,” and the “I.” The It refers to your tasks and your role at work: Your goals, achievements and the stuff you’re getting done. The We is about your relationships, the quality of your interactions — which too few people think about. And the I is about the attitudes … [ Read more ]

Vanessa Tanicien

People-pleasing is one of the deepest forms of manipulation that exists. You’re essentially figuring out how to get people to like you in a way that’s disingenuous to yourself, creating distance between ‘work you’ and the person that you see yourself to be.

Tera Allas, Bill Schaninger

Research shows that as people gain power, they lose the ability to judge a situation accurately, particularly with regard to how others will perceive their actions. They also lose some of their ability to empathize with people in positions of less relative power. Organizational leaders can tackle this tendency directly. While training courses for soft skills—such as providing and receiving feedback—need to become a more … [ Read more ]

Liz Fosslien

Make an observation, not a generalization. A colleague interrupts you at a meeting. You could say, “Hey, you’re rude,” but that’s going to be interpreted as an attack on their character. Instead, be specific and constructive: “You interrupted me in that meeting. It made me feel like I wasn’t a valuable part of the team. I’d appreciate it if you let me finish speaking next … [ Read more ]

Sally Helgesen, Marshall Goldsmith

Successful people are often particularly skilled at coming up with reasons for continuing workplace behaviors that in fact no longer serve them. In What Got You Here, Marshall [Goldsmith] showed how their resistance is often rooted in what he calls the success delusion—the belief that because you’ve been successful, not only do you not need to change, you probably should not change. Because if you … [ Read more ]

Carter Cast

The popularity of assessment tools designed to measure a person’s talents in dozens of competency areas indicates that both companies and employees are taking a positive approach to on-the-job feedback. […] There are two problems with companies’ excessive focus on the positive. First, not all strengths are of equal importance. What you’re good at might not be what your firm needs you to be … [ Read more ]

Annette Simmons

Some leaders tend to have a large circle of concern: They’re thinking about the effects of their decisions on a large group of people, now and into the future. Others think in a smaller circle: who they have to please and how to get it done. A leader’s ability to be strategic is a function of having bigger circles of moral concern. But that quality … [ Read more ]

John C. Maxwell

If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.

Daniel Dines

I feel that [humility] is the best trait a person can achieve in life, because we are not born humble. On the contrary, I think we are born quite arrogant. Ego is the worst enemy. And humility is like a muscle. You have to exercise it every day. But it can make you listen to others. It gives you the power to change your mind … [ Read more ]

Sally Carson

There’s a big difference between modes of support that a mentor offer, whether it’s championing, mirroring, coaching, or advising. It’s easy to jump straight into giving advice based on our own experience, but often that’s not what your mentee needs. Maybe she just needs someone to say ‘Keep going, you’ve totally got this!’”

Chris Hicken

I think people need two different categories of mentors: One that’s three to five years ahead of you who’s doing the job that you want to have next and a mentor who’s much older and has already achieved the level of success you’re after. Mentors who are only three to five years ahead can sink into the nitty-gritty tactics and help you tackle the problems … [ Read more ]

Tyler Odean

People will remember a totally random sample of the information you give them about what you do. It won’t be the best sample. It won’t be the summary you wish you could hand them. It’s a random set of data. Because they’ll remember random parts, you want to construct a message that — when sampled at any point — reinforces your argument and remains persuasive. … [ Read more ]

Nicole Khan

Tell your audience “this is a point that is important to me” to tell them “this is a point that should be important to you.”

Adam Kahane

One challenge in working with powerful and capable actors is that they’re typically confident that they already know what’s going on and what they need to do. This makes it hard for them to see things from a different perspective. One way to help them is to give them opportunities to listen to and talk with people who have different experiences and whom they consider … [ Read more ]

Jody Foster

There’s a fine line between being detail-oriented and detail-saturated. It’s the difference between details giving direction and details impeding decisions.