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In business, staying focused requires that you turn most opportunities down.

Margaret Heffernan

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Margaret Heffernan
Age: 69
Born: 1955
Born: June 16
Businessperson
Writer
Texas
United States
Turn
Turns
Opportunity
Business
Staying
Opportunities
Requires
Focused

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Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.
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One of the sad truths about leadership is that, the higher up the ladder you travel, the less you know.
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When we confront facts and fears, we achieve real power and unleash our capacity for change.
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Making a company fit to sell may be the only way to ensure you never need a buyer.
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Once you have power, you are inevitably surrounded by people who have their own agendas and will tell you whatever advances them.
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Companies don't have ideas only people do. And what motivates people are the bonds and loyalty and trust they develop between each other. What matters is the mortar, not just the bricks.
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I'm all for ambition and stretch goals. I set them for myself. But leadership isn't the same as cheerleading. Believing in something is a necessary but absolutely insufficient condition for making it come true.
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You cannot fix a problem that you refuse to acknowledge.
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The best remote companies I've seen do almost everything online, via email and telephone. But they also get together face to face on a regular basis.
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The truth won't set us free until we develop the skills and the habit and the talent and the moral courage to use it.
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If we aren't going to be afraid of conflict, we have to see it as thinking.
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Everyone I know feels harassed by email which has invaded their waking and sleeping hours.
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Silence is the language of inertia.
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Phones and soundtracks and Muzak and fountains replace genuine and unpredictable human contact with a seamless soundtrack from a bad movie and a cliche that makes us believe we must all be happy.
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We treasure what we can measure.
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We know - intellectually - that confronting an issue is the only way to resolve it. But any resolution will disrupt the status quo. Given the choice between conflict and change on the one hand, and inertia on the other, the ostrich position can seem very attractive.
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Any fool can buy talent only real leaders develop it.
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[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.
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When we care about people, we care less about money, and when we care about money, we care less about people.
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I don't think a true company - one that builds sustainable value - can ever only exist online or remotely.
Margaret Heffernan