x Every day in your company or organization is one where you work hard to manage change, deal with
its aftershocks, and anticipate the newest development racing around the corner and heading straight at you.
xii Your career success depends... on changing quickly and effectively so that
you can do what needs to be done in the future.
p.14 Change is unpredictable... You can't know which changes will occur, so your most valuable
skill is being able to master any changes that do... You need to learn how to master the inevitable, yet
unpredictable, change you and your organization will face.
p.14-15 Even if you can't predict which changes the future will bring, you can get an idea of which
areas of change are most worth your attention. And the most important changes to worry about are those that involve how you
relate to and interact with your colleagues, others in your field
p.19 The trouble that accompanies a change doesn't necessarily mean it was a bad idea. All the challenges
are simply a natural dynamic of the change process.
p.21 You are accountable for dealing with change.
p.38 Mismanaged change... leaves you worse off than before and results in even more change.
p.120 Organizations in the New Business Reality gain a large part of their competitive advantage by becoming
good at change.
p.141 How should you act? How do you decide what to do? How can you tell if you're focusing on the
right things?
The best strategy I've seen for resolving this kind of uncertainty is called "Controlling
the Controllables." In its simplest form, this means learning how to focus your time and energy on issues where you
can make a difference and learning how not to waste your time and energy on problems you can't solve.
p.142 It should be obvious that in your workplace there are some things you can control and some
things that you can't. The trick is being able to identify those things you can control and then to get busy
controlling them.
p.143 Ask yourself: "Is there anything about my resources that I can control?"
p.153 My goal is to make you see that you have more control over things than you think you do.
p.154 We all have a limited amount of time and energy. You have to determine where you
invest yours. You can either invest it in the things that you can control or you can waste it working on
and worrying about things that you can't control. If you stick with the ones you can control, you're going to get
much better results.
p.155 Taking charge of your controllables... is one of the most powerful and effective ideas that you can
take from this book.
p.155 You can regain a sense of control if you start to focus on issues where you can make a difference
and stop wasting time on those where you can't.
p.182 All of your responsibilities need attention, and they all need attention at
the same time.
p.197 In the New Business Reality, the job is never "done." Rather it is fluid, evolving, and ever-changing...
our success is determined by our ability to change along with it... satisfaction is based on your ability and willingness
to change. It comes from your mobility, agility, and adaptability.
