Sublime

One way we validate this is with an instrument called the EQ-i 2.0 360. This compares a person with how others who know him or her well—managers, peers, subordinates, spouse—would complete the same ratings on that person.

Measuring the differences between what you want and what you’re able to do, what drives you and what satisfies you, and your values and those of the organization reveals many of the obstacles between you and what you want to do.

Elas identificaram em si mesmas certos padrões recorrentes de comportamento e trataram de imaginar um modo de desenvolver esses padrões até transformá-los em genuína força produtiva.

ask: “How will we get others to behave differently (more competitively) than in the past? Are we sure that our people have the incentive to execute the designated activities? Are some important things not getting done because people perceive it is not in their interest to spend time on them?”

One of the most important features of partnership is the seeming absence of hierarchy among partners.

This book argues that with each ascending level of success, your ability to produce results will be more and more contingent on Whos, not Hows.

It takes work to communicate accurately and it takes work to expose and resolve conflicting hopes and beliefs.

quick-hitting employee surveys to anonymous social networks and even rating apps for meetings and meeting organizers.