Adrian Gostick Quotes

Great cultures share information daily, even hourly.

The fact is, people aren’t going to give their all unless their leaders drop fear-based tactics and display caring behaviors: being transparent and fair, listening, admitting their own mistakes, and acting in the team’s best interests.

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Around here we don’t have mistakes; we have learning moments. A learning moment is a positive or negative outcome of any situation that is openly and freely shared to benefit all. That’s why I tell my people that I’m consciously incompetent, because as we embrace learning moments they lead us to the next step and to the next place.

thus, the more gratitude we experience and the more we offer to others, the more satisfied we generally will be with our lives.

In the face of demoralization,” he explains, “gratitude has the power to energize. In the face of brokenness, gratitude has the power to heal. In the face of despair, gratitude has the power to bring hope.

There is no comfort in the change zone and no change in the comfort zone.

Being

The fact is that 79 percent of employees who quit their jobs cite a lack of appreciation as a key reason for leaving. Sixty-five percent of North Americans report that they weren’t recognized in the least bit the previous year.

The simple but transformative act of a leader expressing appreciation to a person in a meaningful and memorable way is the missing accelerator that can do so much and yet is used so sparingly.

Culture eats strategy for breakfast.” He wants leaders at all levels throughout the system to understand that their health services can be replicated, but what can’t be copied is the quality of the service of their people.

One thing we’ve learned,” said Senior Vice President Tim Tassopoulos, “is when a customer says to a friend, ‘Come eat with me at Chick-fil-A,’ there is no higher recommendation.

Gandhi said, “Be the change you want to see in the world.

Today in the United States 55 percent of people believe that companies will take advantage of the public if they think they can get away with it.

We found that there was nothing more detrimental to your well-being than being unemployed for more than a year.

you have to quit and find your “dream job,” for the vast majority of people, that’s just nonsense.

Workers flourish, Pink suggests, when they seek out jobs in which they have autonomy (they are given as much freedom as possible to carry out their tasks); mastery (they are encouraged to build their competence, leading to feelings of personal accomplishment); and purpose (they have clarity about how they are contributing to something bigger than themselves).

but the argument for putting all our emphasis on intrinsic motivation is also skewed.

If we want to be happily engaged in our work and performing at our fullest potential, we’ve got to look inside ourselves, to understand what truly motivates us. We can’t rely on what others think we should be doing, or be enslaved by preordained notions of chasing money or prestige or power. All of us host a unique blend of motivators, core drivers that should guide us in sculpting the work life that’s right for us. Far too many people are casting about in confusion for what would make them more successful and happier at work. Far too many able, intelligent people know they’re not as productive or motivated as they could be from day to day, while some are actually demotivated—with aspects of their work that are in direct opposition to what drives them. That’s not good for individuals, and it’s certainly not good for their managers or organizations either.

In The Levity Effect, Adrian Gostick and Scott Christopher argue that “levity” is a highly effective tool for helping people to work better; humor helps people pay attention, eases tensions, and enhances a feeling of connection.