Chip Heath

“It seems some CEOs who pay extremely large acquisition premiums … come to believe their own press.”

— Chip Heath

“Regrets of the Dying.” She shared the five most common regrets of the people she had come to know: 1. I wish I’d…

— Chip Heath

“We are fighting a war on load times.”

— Chip Heath

“Peter Bregman, a productivity guru and blogger for the Harvard Business Review, recommends a simple trick for dodging this fate. He advises…

— Chip Heath

“Compromise is like the old joke, “A camel is a horse made by a committee.”

— Chip Heath

When people know the desired destination, they’re free to improvise, as needed, in arriving there.

— Chip Heath

“Research tells us that brainstorming becomes more productive when it’s focused. As jazz great Charles Mingus famously said, “You can’t improvise on…

— Chip Heath

What’s working, and how can we do more of it?

— Chip Heath

“To make good decisions, CEOs need the courage to seek out disagreement. Alfred Sloan, the longtime CEO and chairman of General Motors,…

— Chip Heath

“One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified…

— Chip Heath

“Seeking a compelling example of the company’s poor purchasing habits, Stegner assigned a summer student intern to investigate a single item—work gloves,…

— Chip Heath

“Unexpected ideas are more likely to stick because surprise makes us pay attention and think.”

— Chip Heath

“As recounted in his book It’s Your Ship, one of Captain Abrashoff’s first moves was to interview every one of the 310…

— Chip Heath

“Journalists obsess about their leads. Don Wycliff, a winner of prizes for editorial writing, says, “I’ve always been a believer that if…

— Chip Heath

“What you don’t need to do is anticipate every turn in the road between today and the destination. It’s not that plotting…

— Chip Heath

“Transitions should be marked, milestones commemorated, and pits filled. That’s the essence of thinking in moments.”

— Chip Heath

“If you’ve got to teach an idea to a room full of people, and you aren’t certain what they know, concreteness is…

— Chip Heath

To make our communications more effective, we need to shift our thinking from "What information do I need to convey?" to "What…

— Chip Heath

“This brings us to the third villain of decision making: short-term emotion. When we’ve got a difficult decision to make, our feelings…

— Chip Heath

“What would you do if you knew you would not live until 40?”

— Chip Heath

“try the Vanishing Options Test: Ask them what they’d do if their current alternatives disappeared.”

— Chip Heath

“Ethically challenged people with lots of analytical smarts can, with enough contortions, make almost any case from a given set of statistics.”

— Chip Heath

Knowledge is rarely enough to spark change; it takes emotion to bring knowledge to a boil.

— Chip Heath

Most analysts are SO SMART and have amazing ideas, but they can't convey their genius ideas to others.

— Chip Heath

“In 1985, an ABC News poll showed that 60 percent of parents worried that their children might be victimized. To this day,…

— Chip Heath