Kelly > Kelly's Quotes

“our perceptions of being ‘in control’ always have a lot to do with scale at we focus our attention – and, by implication, the information that is omitted. We sometimes think we are in control because we either don’t have or choose not to see the full picture.”
― Mark Burgess, In Search of Certainty: The Science of Our Information Infrastructure

“customer loyalty survey—specifically, that 53 percent of B2B customer loyalty is a product of how you sell, not what you sell.”
― Matthew Dixon, The Challenger Sale: Taking Control of the Customer Conversation

“When we isolate decision makers from the rest of the sample, and then compare the impact of the overall sales experience with that of the individual rep selling into the account, what we find is that for decision makers, aspects of the overall sales experience are nearly twice as important as individual rep attributes.”
― Matthew Dixon, The Challenger Sale: Taking Control of the Customer Conversation

“When it does come time to decide, the decision maker wants to know he’s got the strong backing of his team. In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.”
― Matthew Dixon, The Challenger Sale: Taking Control of the Customer Conversation

“What the data tells us is that for non–decision makers, loyalty is much less about discovering needs they already know, and much more about teaching them something they don’t know, for example, something new about how to compete more effectively in their world. Customers will repay you with loyalty when you teach them something they value, not just sell them something they need. Remember, it’s not just the products and services you sell, it’s the insight you deliver as part of the sales interaction itself.”
― Matthew Dixon, The Challenger Sale: Taking Control of the Customer Conversation

“If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.”
― Matthew Dixon, The Challenger Sale: Taking Control of the Customer Conversation

“the process of evolution does not necessarily mean elevation, enhancement, strengthening.”
― Friedrich Nietzsche, The Antichrist

“Pity thwarts the whole law of evolution, which is the law of natural selection. It preserves whatever is ripe for destruction;”
― Friedrich Nietzsche, The Antichrist

“Habits, scientists say, emerge because the brain is constantly looking for ways to save effort.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Habits are powerful, but delicate. They can emerge outside our consciousness, or can be deliberately designed. They often occur without our permission, but can be reshaped by fiddling with their parts. They shape our lives far more than we realize—they are so strong, in fact, that they cause our brains to cling to them at the exclusion of all else, including common sense.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“The same process that makes AA so effective—the power of a group to teach individuals how to believe—happens whenever people come together to help one another change. Belief is easier when it occurs within a community.”
― Charles Duhigg

“When people start habitually exercising, even as infrequently as once a week, they start changing other, unrelated patterns in their lives, often unknowingly. Typically, people who exercise start eating better and becoming more productive at work. They smoke less and show more patience with colleagues and family. They use their credit cards less frequently and say they feel less stressed. It’s not completely clear why. But for many people, exercise is a keystone habit that triggers widespread change.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Studies have documented that families who habitually eat dinner together seem to raise children with better homework skills, higher grades, greater emotional control, and more confidence.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“One of the systems we use is called the LATTE method. We Listen to the customer, Acknowledge their complaint, Take action by solving the problem, Thank them, and then Explain why the problem occurred.5.19”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines—habits—that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Creating successful organizations isn’t just a matter of balancing authority. For an organization to work, leaders must cultivate habits that both create a real and balanced peace and, paradoxically, make it absolutely clear who’s in charge.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Whether selling a new song, a new food, or a new crib, the lesson is the same: If you dress a new something in old habits, it’s easier for the public to accept it.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Someday soon, say predictive analytics experts, it will be possible for companies to know our tastes and predict our habits better than we know ourselves.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“A movement starts because of the social habits of friendship and the strong ties between close acquaintances. It grows because of the habits of a community, and the weak ties that hold neighborhoods and clans together. And it endures because a movement’s leaders give participants new habits that create a fresh sense of identity and a feeling of ownership.”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“THE FRAMEWORK: • Identify the routine • Experiment with rewards • Isolate the cue • Have a plan”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“Experiments have shown that almost all habitual cues fit into one of five categories: Location Time Emotional state Other people Immediately preceding action”
― Charles Duhigg, The Power Of Habit: Why We Do What We Do In Life And Business

“that much of what we consider valuable in our world arises out of these kinds of lopsided conflicts, because the act of facing overwhelming odds produces greatness and beauty. And second, that we consistently get these kinds of conflicts wrong. We misread them. We misinterpret them. Giants are not what we think they are. The same qualities that appear”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants

“What the Israelites saw, from high on the ridge, was an intimidating giant. In reality, the very thing that gave the giant his size was also the source of his greatest weakness. There is an important lesson in that for battles with all kinds of giants. The powerful and the strong are not always what they seem.”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants

“We spend a lot of time thinking about the ways that prestige and resources and belonging to elite institutions make us better off. We don’t spend enough time thinking about the ways in which those kinds of material advantages limit our options.”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants

“Knowing what you’re aiming for is essential. In a famous study of Yale University students, researchers found that only 3% had written goals with plans for their achievement. Twenty years later researchers interviewed the surviving graduates and found that those 3% were worth more financially than the other 97% combined.”
― Karen McCreadie, Think and Grow Rich

“It is a strange thing, isn’t it, to have an educational philosophy that thinks of the other students in the classroom with your child as competitors for the attention of the teacher and not allies in the adventure of learning?”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants

“The phenomenon of relative deprivation applied to education is called—appropriately enough—the “Big Fish–Little Pond Effect.” The more elite an educational institution is, the worse students feel about their own academic abilities.”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants

“According to research done by Mitchell Chang of the University of California, the likelihood of someone completing a STEM degree—all things being equal—rises by 2 percentage points for every 10-point decrease in the university’s average SAT score.4 The smarter your peers, the dumber you feel; the dumber you feel, the more likely you are to drop out of science.”
― Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants