Quotes About Success

Our Rider has a problem focus when he needs a solution focus. If you are a manager, ask yourself: "What is the ratio of the time I spend solving problems to the time I spend scaling successes?

You have to back up your destination postcard with a good behavioral script. That's a recipe for success. What you don't need to do is anticipate every turn in the road between today and the destination. It's not that plotting the whole journey is undesirable; it's that it's impossible.

The Rider has to be jarred out of introspection, out of analysis. He needs a script that explains how to act, and that's why the successes we've seen have involved such crisp direction.

Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.

Best of all, bright spots solve the "Not Invented Here" problem.

Once people are on the path and making progress, it's important to make their advances visible.

By using the miracle scale, you always have a clear idea of where you're going next, and you have a clear sense of what the next small victory will be. You're moving forward, and, even better, you're getting more confident in your ability to keep moving forward.

PRIDE: Defining moments capture us at our best—moments of achievement, moments of courage.

What's working, and how can we do more of it?

Entrepreneurs don't seem to believe that forecasting is worth the bother: One survey found that 60% of Inc. 500 CEOs had not even written business plans before launching their companies. To

Marcus Buckingham, who says that

In other words, companies aren't born in garages. Companies are born in companies. This

That's the paradox of the growth mindset. Although it seems to draw attention to failure, and in fact encourages us to seek out failure, it is unflaggingly optimistic. We will struggle, we will fail, we will be knocked down—but throughout, we'll get better, and we'll succeed in the end.

Sternin's strategy was to search the community for bright spots—successful efforts worth emulating. If some kids were healthy despite their

you need quick wins to get fired up. And getting fired up is super-important.

Finding bright spots, then, solves many different problems at once.

Kotter and Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE.

Let's replay that scene, where things were working for you. What was happening? How did you behave? Were you smiling? Did you make eye contact?

So if one of your stars leaves, you can simply wish him the best of luck on his new bus. And then grow another star to take his place. May

Kotter and Cohen observed that, in almost all successful change efforts, the sequence of change is not ANALYZE-THINK-CHANGE, but rather SEE-FEEL-CHANGE. You

successful change transformations were more likely to set behavioral goals:

What is the ratio of the time I spend solving problems to the time I spend scaling successes?

Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors.

Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.