Quotes About Empowerment

A teacher is one who makes himself progressively unnecessary. —Thomas Carruthers

Studies show that even a brief connection with a role model can vastly increase unconscious motivation.

Master teachers and coaches don't stand in front; they stand alongside the individuals they're helping. They don't give long speeches; they deliver useful information in small, vivid chunks.

Create Safe, Collision-Rich Spaces:

Whenever Abrashoff received a suggestion he felt was immediately implementable, he announced the change over the ship's intercom, giving credit to the idea's originator. Over the next three years, on the strength of this and other measures (which are detailed in Abrashoff's book It's Your Ship), the Benfold rose to become one of the navy's highest-ranked ships.

Laszlo Bock, former head of People Analytics at Google, recommends that leaders ask their people three questions: What is one thing that I currently do that you'd like me to continue to do? What is one thing that I don't currently do frequently enough that you think I should do more often? What can I do to make you more effective?

This group performed well no matter what he did. Nick said it was mostly because of one guy. You can see this guy is causing Nick to get almost infuriated—his negative moves aren't working like they had in the other groups, because this guy could find a way to flip it and engage everyone and get people moving toward the goal.

Make Sure Everyone Has a Voice:

Having one person tell other people what to do is not a reliable way to make good decisions.

Make the Leader Occasionally Disappear: Several leaders of successful groups have the habit of leaving the group alone at key moments.

Unchain Your Brain: 10 Steps to Breaking the Addictions That Steal Your Life

Practice saying no to the things that are not good for you, and over time, you will find it easier to do.

the feeling of control—whether real or illusory—is one of the wellsprings of mental health.

Leadership is not domination, but the art of persuading people to work toward a common goal.

Learn to tolerate your own different-ness from other people and learn to navigate your own waters

The Revolution of our time will be made from the bottom up— or it will not be made at all.

The science shows that the secret to high performance isn't our biological drive or our reward-and-punishment drive, but our third drive—our deep-seated desire to direct our own lives, to extend and expand our abilities, and to make a contribution.

Jobs that are demanding but don't offer autonomy burn us out.

That's why Linux and Wikipedia and Firefox work.

Management isn't about walking around and seeing if people are in their offices

autonomy over four aspects of work: what people do, when they do it, how they do it, and whom they do it with. As Atlassian's experience shows, Type I behavior emerges when people have autonomy over the four T's: their task, their time, their technique, and their team.

The most fulfilling jobs share a common trait: They prod us to work at our highest level but in a way that we, not someone else, control.

Hire good people, and leave them alone.

a "grouplet"—a small, self-organized team that has almost no budget and even less authority, but that tries to change something within the company.