“A CHECKLIST FOR CHANGE Below are the questions you should review before attempting changes within an organization. When the questions can be answered with a yes, change tends to be easier. Questions that can only be answered with no (or maybe) usually indicate that change will be difficult. YES NO ____ ____ Will this change benefit the followers? ____ ____ Is this change compatible with the purpose of the organization? ____ ____ Is this change specific and clear? ____ ____ Are the top 20 percent (the influencers) in favor of this change? ____ ____ Is it possible to test this change before making a total commitment to it? ____ ____ Are physical, financial, and human resources available to make this change? ____ ____ Is this change reversible? ____ ____ Is this change the next obvious step? ____ ____ Does this change have both short- and long-range benefits? ____ ____ Is the leadership capable of bringing about this change? ____ ____ Is the timing right?”
“You can't help those who simply will not be helped. One problem that we've had, even in the best of times, is people who are sleeping on the grates, the homeless who are homeless, you might say, by choice.”
“He got up, wishing to go around, but the aunt handed him the snuffbox right over Helene,
behind her back. Helene moved forward so as to make room and, smiling, glanced around. As
always at soirees, she was wearing a gown in the fashion of the time, quite open in front and
back. Her bust, which had always looked like marble to Pierre, was now such a short distance
from him that he could involuntarily make out with his nearsighted eyes the living loveliness of
her shoulders and neck, and so close to his lips that he had only to lean forward a little to
touch her. He sensed the warmth of her body, the smell of her perfume, and the creaking of
her corset as she breathed. He saw not her marble beauty, which made one with her gown, he
saw and sensed all the loveliness of her body, which was merely covered by clothes. And
once he had seen it, he could not see otherwise, as we cannot return to a once-exposed
deception.”
“Too many people, when they make a mistake, just keep stubbornly plowing ahead and end up repeating the same mistakes. I believe in the motto, Try and try again.' But the way I read it, it says, Try, then stop and think. Then try again.”
“forces. What utter treachery!” Hitler then makes misleading statements about how he and Mussolini had agreed to defend Sicily. The Fuehrer also offers a backhanded apology to the Japanese for allowing a large amount of the Italian Navy to fall into Allied hands. However, it is Hitler’s current plan for the defense of Italy that interests Washington. Oshima quotes him on this as saying: “[The Allies] have two courses: either they will go north in Italy or they will try to land in the Balkans. I am inclined to believe they will take the latter course. I”
“As a leader, you don't earn any points for failing in a noble cause. You don't get credit for being "right" as you bring the organization to a halt. Your success is measured by your ability to actually take the people where they need to go. But you can do that only if the people first buy into you as a leader. That's the reality of the Law of Buy-In.”
“Doing the right thing when it is not popular or when it is not going to get everyone’s approval is not always easy, but I am convinced that if we truly care about other people, we will go ahead and take the risk anyway.”
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