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Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.

Margaret Heffernan

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Margaret Heffernan
Age: 69
Born: 1955
Born: June 16
Businessperson
Writer
Texas
United States
Problems
Bosses
Leader
Disappointing
Bring
Cherish
Problem
Boss
Hard
Data
People
Leaders
Everywhere
News

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Most people have their best ideas when they take their minds away from problems they're trying to solve.
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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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Building businesses takes tremendous stamina, and success isn't achieved without it.
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Silence is the language of inertia.
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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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If we aren't going to be afraid of conflict, we have to see it as thinking.
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On overnight flights, I have trained myself to get to sleep almost instantly after takeoff. I always listen to the same audiobook on my iPod so my brain knows, regardless of time zone, that that voice means it's time for bed.
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Everyone I know feels harassed by email which has invaded their waking and sleeping hours.
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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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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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Openness isn't the end. It's the beginning.
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As long as they are well-intentioned, mistakes are not a matter for shame but for learning
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In our house, mother’s day is every day. Father’s day, too. In our house, parents count. They do important work and that work matters. One day just doesn’t cut for us.
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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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[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.
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In business, staying focused requires that you turn most opportunities down.
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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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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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Those in powerless positions aren't about to complain about bullying bosses, abusive supervisors or corrupt co-workers. There is no safe way to do so and no process that promises redress.
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Any fool can buy talent only real leaders develop it.
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