Home / Quotes / Quote by Linda Rottenberg

Quote by Linda Rottenberg

“The first major issue you need to consider when focusing on today's workers: You have to know what motivates them. If you think it's primarily money, think again. The biggest single change in the workforce of the entrepreneurial age is the list of priorities workers bring to the job. Except paycheck there are new considerations: impact, freedom, quality of life. Employees today have higher expectations; they are looking for what I call "psychic equity". Make your workplace more entrepreneurial and flexible or find your workers fleeing to launch enterprises of their own.”

Quote by Linda Rottenberg

Author

Linda Rottenberg

Linda Rottenberg is an American author born on September 12, 1968. Her work primarily focuses on social innovation and entrepreneurial spirit, particularly on how to solve social problems through innovation. more

You May Also Like

“Agile leaders encourage their teams to adjust and experiment constantly. In today's age of oversharing, the best leaders also have to be more open and accessible. To be effective, you also have to be aware of how others perceive you and cop to your flaws every now and then. One of the lesson to successful leadership may be quite challenging but very important. Expose yourself. Allow yourself to be vulnerable - less super and more human. These "Leadership 3.0" practices, as I call them, are critical to being an effective manager when you're getting started in today's world.”

World Important Age Challenges Leader Successful Team Vulnerable Perceive Flaws Now And Then Cop

Author:Linda Rottenberg

“People sometimes are so confident in their flawed beliefs that they get stuck - fixated - and as a result are blinded to insights that are right in front of them.”

People Sometimes Belief Insight Stuck Flawed

Author:Gary A. Klein

“First, the skill of storytelling helps to galvanize your team. Second, the discipline of storytelling requires leaders to be clear about their intentions and to prioritize what fits into the story versus secondary goals and issues. Third, there is possibly an artifact here - great storytellers can make their exploits and achievements sound very exciting and memorable. Successful leaders who are not good storytellers won't get the acknowledgement and appreciation they deserve.”

Helping Goal Leader Successful Team Discipline Fit Achievement Deserve Exciting Intention Appreciation Storytelling Memorable Storyteller Acknowledgement Prioritize

Author:Gary A. Klein

“Many change initiatives are poorly thought out, and rolled out prematurely. Others are genuinely good ideas but the proponents underestimate the amount of time needed to make the change. And, I agree, true change usually requires people giving something up and so resistance is pretty well guaranteed for any meaningful change.”

People Giving Agree Meaningful Initiative Underestimate

Author:Gary A. Klein

“If you are committed to the change, you're going to have to sideline the skeptics, or at least keep them under control. There may be a temptation to move them out but skeptics have a value - flagging weaknesses in the plan. Ideally, you will enlist their critical stance by challenging them to find ways to improve the plan as you go forward.”

Moving Values Challenges Weakness Committed Temptation Skeptic

Author:Gary A. Klein

“Intuition is when we use our experience, and the patterns we have learned, to rapidly size up situations and know how to respond without going through deliberate analysis. Intuitions depend on the patterns we have acquired. Insight is about gaining new patterns.”

Situation Insight Intuition

Author:Gary A. Klein

“People who design decision aids and information technologies usually try to help people perform their jobs better. But insights can show us how to perform our jobs differently. And so the decision aids and technologies can get in the way of insights!”

People Trying Helping Decision Technology Design Insight Aids Information Technology

Author:Gary A. Klein

“It is instructive to see how organizations pursue their goal of reducing errors and uncertainty. They impose standards, employ checklists, demand that knowledge workers list assumptions for their conclusions and document all sources. These actions either directly interfere with forming insights or create an environment where insights and discoveries are treated with suspicion because they might lead to errors. They signal to knowledge workers that their job is not to make mistakes. Even if they don't make discoveries, no one can blame them as long as they don't make mistakes.”

Long Action Goal Mistake Environment Blame Insight Conclusion Uncertainty Assumption Making Mistakes Suspicion Interfere

Author:Gary A. Klein

“The ability to help others gain insights seems very important to me, and I think one of the most effective, but most difficult, ways is to listen sympathetically when people seem to be saying stupid things or thinking in confused ways. Rather than write them off, we can try to diagnose what is wrong with their thinking - what flawed belief they might be holding. And then search for ways that enables them to discover the flawed belief for themselves.”

People Thinking Writing Trying Important Helping Belief Difficult Ability Stupid Insight Helping Others Confused Flawed

Author:Gary A. Klein

“The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.”

People Choices Decision Valuable Insight

Author:Gary A. Klein