Bryan York

“In this book we’ll argue that the Egyptians in Tahrir Square, not most academics and commentators, have the right idea. In fact, Egypt is poor precisely because it has been ruled by a narrow elite that have organized society for their own benefit at the expense of the vast mass of people. Political power has been narrowly concentrated, and has been used to create great wealth for those who possess it, such as the $ 70 billion fortune apparently accumulated by ex-president Mubarak. The losers have been the Egyptian people, as they only too well understand.”
― Daron Acemoğlu, Why Nations Fail: The Origins of Power, Prosperity, and Poverty

“cognitive dissonance. It refers to the disconnect between what we believe in our minds and what we experience or see in reality. The underlying theory is simple. The more we are committed to believing that something is true, the less likely we are to believe that its opposite is true, even in the face of clear evidence that shows we are wrong. For example, if you believe your colleague Bill is a jerk, you will filter Bill’s actions through that belief. No matter what Bill does, you’ll see it through a prism that confirms he’s a jerk. Even the times when he’s not a jerk, you’ll interpret it as the exception to the rule that Bill’s a jerk. It may take years of saintly behavior for Bill to overcome your perception. That’s cognitive dissonance applied to others. It can be a disruptive and unfair force in the workplace.”
― Marshall Goldsmith, What Got You Here, Won't Get You There

“All organizations start with WHY, but only the great ones keep their WHY clear year after year. Those who forget WHY they were founded show up to the race every day to outdo someone else instead of to outdo themselves. The pursuit, for those who lose sight of WHY they are running the race, is for the medal or to beat someone else. What if the next time when someone asks, “Who’s your competition?” we replied, “No idea.” What if the next time someone pushes, “Well, what makes you better than your competition?” we replied, “We’re not better than them in all cases.” And what if the next time someone asks, “Well why should I do business with you then?” we answer with confidence, “Because the work we’re doing now is better than the work we were doing six months ago. And the work we’ll be doing six months from now will be better than the work we’re doing today. Because we wake up every day with a sense of WHY we come to work. We come to work to inspire people to do the things that inspire them. Are we better than our competition? If you believe what we believe and you believe that the things we do can help you, then we’re better. If you don’t believe what we believe and you don’t believe the things we can do will help you, then we’re not better. Our goal is to find customers who believe what we believe and work together so that we can all succeed. We’re looking for people to stand shoulder-to-shoulder with us in pursuit of the same goal. We’re not interested in sitting across a table from each other in pursuit of a sweeter deal. And here are the things we’re doing to advance our cause . . .” And then the details of HOW and WHAT you do follow. But this time, it started with WHY. Imagine if every organization started with WHY. Decisions would be simpler. Loyalties would be greater. Trust would be a common currency. If our leaders were diligent about starting with WHY, optimism would reign and innovation would thrive. As this book illustrates, there is precedence for this standard. No matter the size of the organization, no matter the industry, no matter the product or the service, if we all take some responsibility to start with WHY and inspire others to do the same, then, together, we can change the world. And that’s pretty inspiring.”
― Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action

“One of the greatest mistakes of successful people is the assumption, “I behave this way, and I achieve results. Therefore, I must be achieving results because I behave this way.” This belief is sometimes true, but not across the board. That’s where superstition kicks in. It creates the core fallacy necessitating this book, the reason that “what got us here won’t get us there.” I’m talking about the difference between success that happens because of our behavior and the success that comes in spite of our behavior. Almost everyone I meet is successful because of doing a lot of things right, and almost everyone I meet is successful in spite of some behavior that defies common sense.”
― Marshall Goldsmith, What Got You Here, Won't Get You There