Quotes by Paul Gibbons

Change is the part of the very definition of life. The world changes, and flourishing demands constant growth and life-long learning.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

Be the author, not the reader, of your own life.

The best way to encourage out of the box thinking is to draw the box correctly in the first place.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

As life progresses, baggage can accumulate. For a while, things can be swept under the rug, but the wait of unfinished business eventually catches up.

The storm through which you sail, called life, has no calm eye. There never is a “right time” for your big dreams. You never will, by magic, get an extra twenty hours a week when you can do that thing that you have always wanted to do. Start now!

A vision inspires, aligns, and directs. it says to other people, here is what I am up to, come and play in my sandbox!

A life is a terrible thing to waste. Reach your potential. Thrive.

Feeling entitled is the opposite of feeling grateful. Gratitude opens the heart, entitlement closes it.

Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. Nobody benchpresses 100 kilos the first time they enter a gym.

Mindfulness promises a great number of desirable benefits, and is based on much more solid research than many competing ideas on how to change people.

When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.

The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.

Leaders need to sacrifice power-over to get power-to.

Strategic coherence is more important than strategic perfection.

Compared to ecosystems and some species, corporations are very fragile entities indeed.

Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.

Ambiguity is not, today, a lack of data, but a deluge of data.

Green light, STOP - if you want to see where you are taking the most risk, look where you are making the most money.