Quotes About Engagement

But certain difficulties lay in his way if he were himself to lead the counterrevolution, and he was not much interested in it unless he was.

My job is not to try to give readers what they want, but to try to make readers want what I give.

The manager of my line told me, You never put anything down except to be read. Every word ever written is written to be read and if some go unread that's only chance, failure, they're like grubs that die without changing.

Books are always obviously having conversations with other books, and some times they're amiable and sometimes not.

To listen well, is as powerful a means of influence as to talk well, and is as essential to all true conversation

Tell me and I'll forget; show me and I may remember; involve me and I'll understand.

The reality of today, different as it is from the reality of my society one hundred years ago, is and can be important if we have the energy and the inclination to challenge it, to go out and engage with its peculiarities, with the things that we do not understand. The real danger is the tendency to retreat into the obvious, the tendency to be frightened by the richness of the world and to clutch what we always have understood.

To me, being an intellectual doesn't mean knowing about intellectual issues; it means taking pleasure in them.

To make our communications more effective, we need to shift our thinking from "What information do I need to convey?" to "What questions do I want my audience to ask?

So if you reach the Riders of your team but not the Elephants, team members will have understanding without motivation. If you reach their Elephants but not their Riders, they'll have passion without direction. In

Direct the Rider. What looks like resistance is often a lack of clarity. So provide crystal-clear direction. (Think 1% milk.) Motivate the Elephant. What looks like laziness is often exhaustion. The Rider can't get his way by force for very long. So it's critical that you engage people's emotional side

Big-picture, hands-off leadership isn't likely to work in a change situation, because the hardest part of change—the paralyzing part—is precisely in the details.

Relationships don't deepen naturally. In the absence of action, they will stall.

Creating more memorable and meaningful experiences is a worthy goal—

So, rather than guess about whether people will understand our ideas, we should ask, "Is it concrete?" Rather than speculate about whether people will care, we should ask, "Is it emotional? Does it get out of Maslow's basement? Does it force people to put on an Analytical Hat or allow them to feel empathy?

What they realized was that they didn't need their colleagues to understand something, they needed them to feel something.

Most PowerPoints aren't creating a lot of emotion. We decided to flip this on its head. Let's have people do something active and immersive. That's going to generate more of an emotional response so they will feel something. And then they can think about what they've learned.

If you want your ideas to be stickier, you've got to break someone's guessing machine and then fix it.

if appropriate, add an element of surprise.

If we want more moments of connection, we need to be more responsive to others.

acting with responsiveness to others can create tighter bonds:

punch line: The most basic way to make people care is to form an association between something they don't yet care about and something they do care about.

Stories are like flight simulators for the brain.

When a CEO discusses "unlocking shareholder value," there is a tune playing in her head that the employees can't hear.