Judith M Bardwick Citas

• Nothing creates more self-respect among employees than being included in the process of making decisions.

  Judith M Bardwick

  Self, Decision, Process

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• Real confidence comes from knowing and accepting yourself- your strengths and your limitations -in contrast to depending on affirmation from others.

  Judith M Bardwick

  Real, Knowing, Domestic Violence

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• Credibility is lost when there are big discrepancies between what leaders say and what they do. ... Increasing credibility requires openness. Hidden agendas will destroy trust.

  Judith M Bardwick

  Leadership, Discrepancies Between, Agendas

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.106, AMACOM Div American Mgmt Assn

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• La mayoría de la gente piensa en una vida equilibrada en términos de cuánto tiempo se dedica a los distintos sectores de una vida. Aunque el tiempo es una medida de la implicación, creo que la variable fundamental es la pasión. ¿Hasta qué punto estás lleno de energía, fascinado y absorto en cada esfera en la que participas? Rara vez son iguales, y suelen serlo por poco tiempo.

  Judith M Bardwick

  Pasión, Pensamiento, Personas

  Fuente: bobmorris.biz

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• Schools are generally feminine places, institutions where conformity is valued, taught largely by conformist women.

  Judith M Bardwick

  School, Taught, Conformity

  Judith M. Bardwick (1972). “Readings on the psychology of women”, HarperCollins Publishers

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• In the end, leadership is not intellectual or cognitive. Leadership is emotional.

  Judith M Bardwick

  Emotional, Intellectual, Ends

  Judith M. Bardwick (1991). “Danger in the Comfort Zone: From Boardroom to Mailroom -- How to Break the Entitlement Habit That's Killing American Business”, p.196, AMACOM Div American Mgmt Assn

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• In truth, it's usually failure, disappointment, and frustration that motivate people to reexamine that which they've taken for granted. It's rare to find big change without significant bad news. ... In that sense, the pain of failure creates the largest opportunities for progress.

  Judith M Bardwick

  Change, Pain, Disappointment

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.229, AMACOM Div American Mgmt Assn

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• The subject matter of Entitlement remains relevant. Entitlement is an attitude: it is the assumption, I am owed what I get. It's a nasty attitude because people are not grateful for what they get. Instead, greed prevails and is expressed as, What have you done for me lately?

  Judith M Bardwick

  Attitude, Grateful, People

  Fuente: bobmorris.biz

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• I was appalled at how children had become the focus and gravitational center of the nuclear family around which parents orbited instead of the traditional arrangement in which children orbited around their parents. This is a huge change because a critical job in early childhood is to get children weaned away from the total narcissism normal to infancy. With the children as the center of the family's actions and decisions, narcissism is at a minimum prolonged and may never significantly decline.

  Judith M Bardwick

  Children, Focus, Childhood

  Fuente: bobmorris.biz

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• ... we know that productivity suffers when uncertainty is high. But we've failed to realize the equally destructive effects of too little anxiety. ... By protecting people from risk, we destroy their self-esteem. We rob them of the opportunity to become strong, competent people.

  Judith M Bardwick

  Strong, Self Esteem, Opportunity

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.32, AMACOM Div American Mgmt Assn

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• Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.

  Judith M Bardwick

  Block, Believe, Mean

  Fuente: bobmorris.biz

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• Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.

  Judith M Bardwick

  Taken, Feelings, Identity

  Fuente: bobmorris.biz

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• With air travel there is no distance, there is only time.

  Judith M Bardwick

  Distance, Air, Time Flies

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.14, AMACOM Div American Mgmt Assn

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• Very few people are ambitious in the sense of having a specific image of what they want to achieve. Most people's sights are only toward the next run, the next increment of money.

  Judith M Bardwick

  Running, Ambition, Sight

  Judith M. Bardwick (1988). “The plateauing trap: how to avoid today's #1 career dilemma”, Bantam

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• Cuando a los empleados no les importa realmente el trabajo que hacen y no se sienten orgullosos de pertenecer a la organización concreta en la que trabajan, no aportan entusiasmo, energía ni pasión a lo que hacen. Si, además, se sienten maltratados, resentidos, insignificantes, traicionados o aprovechados... quieren irse. Naturalmente.

  Judith M Bardwick

  Taken, Passion, Pride

  Fuente: bobmorris.biz

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• There are still many women - and their spouses and children - who view a reflected self - I'm Mrs. Smith, not Mary Smith - as psychologically healthy. Those people are not motivated to change. But it is really dangerous to live through others'. What ever your circumstances, it is not a good idea to be wholly dependent on responses from others to like, respect or love yourself. Your children will grow up and start their own families; the divorce rate has remained at 50 percent for decades.

  Judith M Bardwick

  Children, Growing Up, Love You

  Fuente: bobmorris.biz

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• Nothing motivates like success. While academics, consultants and gurus are preoccupied with coming up with great insights and seminal ideas, usually they don't realize that making things happen, achieving operational excellence, moving the organization from uncertainty to clarity, from red ink to black, is what really creates hope for a better future. Therefore, great leadership always involves great ideas and real actions that reinforce a strong belief in the excellence of the decision makers and in the viability of the organization itself.

  Judith M Bardwick

  Strong, Real, Moving

  Fuente: bobmorris.biz

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• Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.

  Judith M Bardwick

  Mistake, Order, People

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• La motivación es máxima cuando la probabilidad de éxito es del 50%: No nos implicamos si la tarea es demasiado fácil o demasiado difícil.

  Judith M Bardwick

  Motivation, Tasks, Easy

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.63, AMACOM Div American Mgmt Assn

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• Women's self didn't die; it had never been born. And when women insisted on their right to have a self, they weren't understood even by their husbands who cried, Haven't I given you enough? And by their parents who joined the crowd who deemed them selfish and responsible for all the problems in their marriage. I remember it all too well.

  Judith M Bardwick

  Husband, Selfish, Parent

  Fuente: bobmorris.biz

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• In organizations where nothing much happens regardless of whether you do something exceptional or just show up in the morning, the best people lose heart and motivation is reduced near the lowest common denominator.

  Judith M Bardwick

  Morning, Motivation, Heart

  Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.5, AMACOM Div American Mgmt Assn

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• Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.

  Judith M Bardwick

  Integrity, Winning, Leader

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• The message to organizations is this: You have to increase the number of categories of contributing, or the types of career paths, which people can experience as successful. You cannot restrict esteem to the fewer and fewer who will be climbing up the management ladder. You need to have the majority of your people feeling like winners.

  Judith M Bardwick

  Successful, Climbing, Careers

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• If the mood is overly anxious, then anxiety must be reduced by lowering uncertainty. Very simply, uncertainty is reduced when people are told what's going on and what will happen to them. In the vacuum of no news, people imagine the worst. Since disappointment is much easier to handle than anxiety, then, good news or bad, honesty is honestly the best policy.

  Judith M Bardwick

  Honesty, Disappointment, People

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• Cuando la gente en las organizaciones se siente demasiado segura, es porque no hay resultados significativos como consecuencia de lo que hace. Hagan lo que hagan, no ocurre nada muy diferente. Esto también significa que no hay recompensas importantes si arriesgas innovando. Como no hay recompensas por asumir riesgos, entonces no hay sensación de empuje en la cultura de esa institución.

  Judith M Bardwick

  Mean, Organization, People

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