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| Link | Quote | Stars | Tags | Author |
| 406315f | In fact, the Upholder commitment to meeting expectations can sometimes make Upholders seem...cold. There's a relentless quality to Upholders. They're going to do what must be done even, sometimes, if that means inconveniencing other people or being out of step. | Gretchen Rubin | ||
| 384e3c2 | Our habits are our destiny. | Gretchen Rubin | ||
| 5a01daf | By getting rid of the things I don't use, don't need, or don't love, as well as the things that don't work, don't fit, or don't suit, I free my mind--and my shelves--for what I truly value. And that's true for most people. | Gretchen Rubin | ||
| f6edc2f | Once I've cleared away the things I don't need, use, or love, my surroundings reveal to me, and to others, the things that matter most to me. Careful curation means that my space and my possessions reflect my truest identity. | Gretchen Rubin | ||
| 641127e | The days are long, but the years are short... | Gretchen Rubin | ||
| 1f18182 | It's easy to assume that we "should" undertake a particular clutter-clearing task. When we're very clear about why we're doing it, it's easier to use our time and energy productively--and also to recognize success." | organization | Gretchen Rubin | |
| 7c77018 | Remember, the reason to clear clutter is because, somehow, that clutter is diminishing your happiness. If you don't care, don't bother. | Gretchen Rubin | ||
| 47a835f | happiness, genetics accounts for about 50 percent; life circumstances, such as age, gender, ethnicity, marital status, income, health, occupation, and religious affiliation, account for about 10 to 20 percent; and the remainder is a product of how a person thinks and acts. In other words, people have an inborn disposition that's set within a certain range, but they can boost themselves to the top of their happiness range or push themselves .. | Gretchen Rubin | ||
| 653f31f | I did, however, vow to stop reading books that I didn't enjoy. I used to pride myself on finishing every book I started--no longer. | reading | Gretchen Rubin | |
| b57ffe2 | DON'T PUT THINGS DOWN; PUT THINGS AWAY. | Gretchen Rubin | ||
| 0a62af9 | He imagines himself a wit, but he's only half that. | Christina Dodd | ||
| d561db6 | Ako ne mozes vidjeti svijetlu stranu zivota, poljepsaj mutnu. | Christina Dodd | ||
| 4c39b9a | Maintenance and resupply are the backbone of any military. | Robert Ferrigno | ||
| 86abaef | Peer pressure and the distaste for letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke. | Patrick Lencioni | ||
| 890331c | The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable. | Patrick Lencioni | ||
| 5b31a31 | Building a team is hard | teamwork | Patrick Lencioni | |
| e25665a | Ricky asks her, "You lost your earrings in the living room?" She shakes her head. "No, I lost them in the bedroom. But the light out here is much better." And there it is. Most leaders prefer to look for answers where the light is better, where they are more comfortable. And the light is certainly better in the measurable, objective, and data-driven world of organizational intelligence (the smart side of the equation) than it is in the mess.. | Patrick Lencioni | ||
| fe2f7fd | Like a good marriage, trust on a team is never complete; it must be maintained over time | trust team teamwork | Patrick Lencioni | |
| 26bd2f8 | Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes. | Patrick Lencioni | ||
| 7297c31 | We are a passionate family that believes in standing up strongly for what is right, even when there is a cost. We live our lives around our Church and our faith, placing special emphasis on maximizing our involvement in our children's lives, and nurturing family-like relationships with our friends. | Patrick Lencioni | ||
| 3a86039 | the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it. | Patrick Lencioni | ||
| 8d3d6df | The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring | conflict-management meeting | Patrick Lencioni | |
| 5ba3126 | The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down. | Patrick Lencioni | ||
| 6873415 | Direct, personal feedback really is the simplest and most effective form of motivation. | Patrick Lencioni | ||
| 6a8af29 | Hiring without clear and strict criteria for cultural fit greatly hampers the potential for success of any organization. | Patrick Lencioni | ||
| a86b78b | No action, activity, or process is more central to a healthy organization than the meeting. | Patrick Lencioni | ||
| 36e04b8 | conflict is productive | conflict-management conflict-resolution | Patrick Lencioni | |
| 09ec711 | Putting together an agenda before a staff meeting is like a marriage counselor deciding what issues she's going to cover with a couple prior to meeting with them. | Patrick Lencioni | ||
| c69edd8 | Moments of truth are best handled face-to-face P.30 | truth | Patrick Lencioni | |
| d973fb4 | Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them. | Patrick Lencioni | ||
| a619b53 | What else should leaders be doing besides going to meetings? | Patrick Lencioni | ||
| e374ccf | On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they'll readily offer up their departments' resources when it serves the greater good of the team, and they'll take an active interest in the thematic goal regardless of how closely related it is to their functional area. | Patrick Lencioni | ||
| 8d0ae82 | These are the six questions: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what? | Patrick Lencioni | ||
| 6b6e6c8 | so I just go into sales meetings with the idea that I'm going to find a way to help them in some meaningful way. Then, | Patrick Lencioni | ||
| 00348d0 | As important as it is for all members of a leadership team to commit to being vulnerable, that is not going to happen if the leader of the team, whether that person is the CEO, department head, pastor, or school principal, does not go first. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take.. | Patrick Lencioni | ||
| cb17862 | Personal growth might not be so bad after all, I decided. | Patrick Lencioni | ||
| ffe9d28 | I knew that these people were not idiots, so the only thing I could attribute their insane response to was a profound lack of courage and intellectual integrity. | Patrick Lencioni | ||
| 1d0bbcc | It was astounding how much more comfortable I felt just being honest. So I kept going. | Patrick Lencioni | ||
| 70b1247 | Take a bullet for the client. Make everything about the client. Honor the client's work. Do the dirty work. | Patrick Lencioni | ||
| 4795304 | It's not that they go out of their way to tick off their clients. It's just that they're so focused on saying and doing whatever is in the best interests of those clients that they stop worrying about the repercussions. They make themselves completely vulnerable, or naked, and don't try to protect themselves. | Patrick Lencioni | ||
| 1449a2c | humble self- confidence. | Patrick Lencioni | ||
| 1438b13 | It's all about standing there naked in front of the client. It's about building trust. And in the end, that means the client trusts them and takes care of them. | Patrick Lencioni | ||
| 4d34b98 | Tell the kind truth. | Patrick Lencioni | ||
| 969c5eb | In consulting, entering the danger comes into play in those moments when you're in a meeting and someone says something that is either strange or politically sensitive, and you know that the level of anxiety and discomfort in the room is high. What you're tempted to do is just be quiet and let the moment pass, but what great consultants do, at least according to Lighthouse, is walk right into the middle of the situation and call it out. | Patrick Lencioni |