It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.
Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.
What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.
Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.
Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.
Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.
Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.
Your values are your essence: an undistorted mirror showing you at your pure, attractive best.
Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.
Let’s get right on top of the bottom line: You must live your personal values at work.
Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.
The high quality of a company’s customer experience rarely has anything to do with the high price of their product.
The heart of a company’s performance is hardwired to the hearts of its managers.
To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.
Do you think your people struggle with being true to themselves? Do their values match up with their work?
Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?
Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.
Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.
Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.
