Quotes About Behavior

Hey, igloo-face, that's not cool,

are so honored to have Queen Glacier's nephew in our forest," she said. "I sincerely apologize for the outrageous behavior of my brain-dead bodyguard.

Why aren't they moving?" Cricket asked. She hesitated at a large tree root, inspected the shadows around it, then gingerly stepped over it. "Stupid question. We obviously don't know," Nettle muttered. "Never seen snakes act like this.

You've had choices, and we haven't seen you make any good ones yet.

Those who have experienced trauma may find that they blow up in response to minor provocations, freeze when frustrated, or become helpless in the face of trivial challenges. This inflexibility diminishes the capacity to choose, and without understanding the context of the reactions, their behavior can appear bizarre or out of control. "Neuroimaging

Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values.

The fundamental attribution error is simply this: human beings tend to falsely attribute the negative behaviors of others to their character (an internal attribution), while they attribute their own negative behaviors to their environment (an external attribution).

Conflict is about issues and ideas, while accountability is about performance and behavior.

Instead of asking candidates to self-assess a given behavior or characteristic related to humility, hunger, or people smarts, ask them what others would say about them. For example, instead of asking someone if he considers himself to be a hard worker, ask him "How would your colleagues describe your work ethic?

All too often in life, we see people do what we want them to do and we say nothing, assuming that the behavior has become natural for them, an easy standard.

During the next two weeks I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I'd like to see you doing the same. We don't have time to waste.

Once we achieve clarity and buy-in, it is then that we have to hold each other accountable for what we sign up to do, for high standards of performance and behavior.

organizational health is often neglected because it involves facing realities of human behavior that even the most committed executive is tempted to avoid. It requires levels of discipline and courage that only a truly extraordinary executive is willing to embrace.

Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.

I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I'd like to see you doing the same. We don't have time to waste.

we like to believe that we do bad things because of the situations we are in, but somehow we easily come to the conclusion that others do bad things because they are predisposed to being bad. (Similarly

Talking about a colleague who is not present is not gossip. Gossip requires the intent to hurt someone, and it is almost always accompanied by an unwillingness to confront a person directly with the information being discussed.

These are the six questions: 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what?

He reflected on his hitherto reflection that soldiers and sailors were, upon the whole, quite different creatures. 'And perhaps they are, too: yet perhaps drink, in very large quantities, may make the difference less evident.

He cannot hold his wine; he has no head for it. Why, on no more than three glasses, for I absolutely poured him out no more, he was on the point of singing Yankee Doodle. Yankee Doodle, in a King's ship, upon my sacred honour!

You are a reasonably civil, complaisant creature on dry land,' said Stephen, 'but the moment you are afloat you become pragmatical and absolute, a bashaw - do this, do that, gluppit the prawling strangles, there - no longer a social being at all. It is no doubt the effect of the long-continued habit of command; but it cannot be considered amiable.

Stephen reflected for some little while on the exact degree of calculated incivility allowed in a well-bred man.

It occurred to him that she had spent these last few years entirely among men, seeing no women apart from a few like Louisa Wogan; she spoke rather as men, and somewhat raffish, moneyed, loose-living men, speak when they are alone together. 'She has forgotten the distinction between what can and what cannot be said,' he reflected. 'A few more years of this company, and she would not scruple to fart.

Put those pistols down at once,' he said coldly. 'Do not you know it is very rude to point a pistol at a person you do not mean to kill? For shame, Villiers. Where were you brought up?