Once we know something, we find it hard to imagine what it was like not to know it. — Chip Heath Copy Share Image
When you’re at the beginning, don’t obsess about the middle, because the middle is going to look different once you get there. — Chip Heath Copy Share Image
“It seems some CEOs who pay extremely large acquisition premiums … come to believe their own press.” — Chip Heath Copy Share Image
“Regrets of the Dying.” She shared the five most common regrets of the people she had come to know: 1. I wish I’d had the… — Chip Heath Copy Share Image
“Peter Bregman, a productivity guru and blogger for the Harvard Business Review, recommends a simple trick for dodging this fate. He advises us to… — Chip Heath Copy Share Image
“Compromise is like the old joke, “A camel is a horse made by a committee.” — Chip Heath Copy Share Image
When people know the desired destination, they’re free to improvise, as needed, in arriving there. — Chip Heath Copy Share Image
“Research tells us that brainstorming becomes more productive when it’s focused. As jazz great Charles Mingus famously said, “You can’t improvise on nothing, man;… — Chip Heath Copy Share Image
“To make good decisions, CEOs need the courage to seek out disagreement. Alfred Sloan, the longtime CEO and chairman of General Motors, once interrupted… — Chip Heath Copy Share Image
“One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified one good… — Chip Heath Copy Share Image
“Seeking a compelling example of the company’s poor purchasing habits, Stegner assigned a summer student intern to investigate a single item—work gloves, which workers… — Chip Heath Copy Share Image
“Unexpected ideas are more likely to stick because surprise makes us pay attention and think.” — Chip Heath Copy Share Image
