Sublime

Studies by Peter Heslin, Don VandeWalle, and Gary Latham show that many managers do not believe in personal change. These fixed-mindset managers simply look for existing talent—they judge employees as competent or incompetent at the start and that’s that.

Some of the most powerful thinking in the area of strategic intelligence has come from David Perkins.14 His work is particularly helpful in two crucial areas: defining what strategic (or reflective) intelligence actually is, and seeking to understand the mechanisms of ‘transfer’ that is, how something that had been learned in one context becomes av

The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher. —BILL WALSH

The ideal way of assessing behavioral change is not just to ask the student, but to ask the team around them.

there seem to be only two aspects of personality that are to a fairly large extent genetically determined: extraversion and emotionality.

insecure people tend to do—make themselves look better at others’ expense. Truly successful people, on the other hand, raise others up.

One of the main keys to being successful and fulfilling your purpose is to understand your unique talents and to find the right arena in which to use them.

“When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated.” This insight enables a manager to dramatically focus her efforts. All you can do to improve the output of an employee is motivate and train. There is nothing else.

“If an individual has ego needs that are too high,” notes Peter Friedes, Hewitt’s managing partner, “they can be a very disruptive influence.