Finding colleagues who, like lovers and friends, are inspiring rather than boring or dominating is increasingly a priority.
THEODORE ZELDIN (2002)
We’ve now completed the first two steps toward transforming performance as a Quiet Leader. We know that Quiet Leaders think about thinking and they listen for potential. In step three we explore what it takes to speak so that you have the maximum possible likelihood of improving people’s thinking. This concept is particularly relevant in our communication-saturated world.
Imagine if our Internet protocols, the rules for how two computers share ...