Dissenting opinions are useful even when they're wrong. So instead of speaking to highly agreeable audiences, target suggestions to people with a history of originality.

When you're dealing with an ambivalent relationship, you're constantly on guard, grappling with questions of trust.

When you put off a task, you buy yourself time to engage in divergent thinking rather than foreclosing on one particular idea.

Dissenting opinions are useful even when they're wrong. So instead of speaking to highly agreeable audiences, target suggestions to people with a history of originality.

Every time we interact with another person at work, we have a choice to make: do we try to claim as much value as we can, or contribute value without worrying about what we receive in return?

Being a giver is not good for a 100-yard dash, but it’s valuable in a marathon.

Most people believe that great leaders are distinguished by their ability to give compelling answers. This profound book shatters that assumption, showing that the more vital skill is asking the right questions…. Berger poses many fascinating questions, including this one: What if companies had mission questions rather than mission statements? This is a book everyone ought to read—without question.