Join 📚 Miroslav's Highlights
A batch of the best highlights from what Miroslav's read, .
Most of our agreements run deep; they are created and cemented into “reality” by our wordy, thinking minds. We forget that thoughts and ideas, which are the building blocks of our agreements and thus our beliefs, don't exist “out there in the world.” They only exist inside us. And they only have power because we believe they are true. The more attached we are to a particular agreement, the more power it has over us.
The Mastery of Life
don Miguel Ruiz Jr.
What I’ve found works best is when an organization’s leaders make it clear that they would prefer everyone to acknowledge when they honestly can’t meet their commitments and people who revoke commitments will not be punished. If someone has to revoke commitments often it can be an indication they need help. It may be that they are afraid they’ll be seen as someone who can’t deliver, they are chronically unrealistic about what they can do, or something in the organization’s systems or culture is getting in their way. But this can be a good opportunity to address the problem and correct it.
The Thin Book of Trust
Charles Feltman and Sue Annis Hammond
The implementation of this level of honesty in your own world can be assisted by these questions: • What are you pretending not to know? • What’s going to happen if you continue down this path? • How do you need to be different? • Are you assuming that logic is running the show? • How could you be in the face of this? • Where has going easy on yourself gotten you so far?
Straight-Line Leadership
Dusan Djukich
...catch up on these, and many more highlights
Readwise