 |
People have ‘T’-shaped skills – they are generalizing specialists with a deep expertise in a skill set and an expectation and willingness to help out broadly on the team where help is needed.
|
185 |
 |
Tools can only hope to support the skills, culture, and flow, and at best encourage them.
|
262 |
 |
…where there is autonomy, empowerment, intent, and purpose, individuals will look to develop skills and build mastery.
|
305 |
 |
As long as organizations and businesses continue to promote people based on technical skills and not people-management skills, then the odds of encountering ineffective management styles remains high.
|
005 |
 |
Organizations are notorious for promoting people for all the wrong reasons… for technical skills instead of managerial skills.
|
153 |
 |
A manager’s job requires a different skill set that that of a technical contributor. A manager’s job is to manage the people, process, and resources.
|
153 |
 |
Competent managers have to be able to manage people. This requires emotional intelligence, people skills, and communication skills.
|
155 |
 |
Making good decisions is a crucial skill at every level. It needs to be taught explicitly to everyone in organizations that are based on knowledge.
|
433 |
 |
It is the single most important responsibility of every people manager to develop the skills of their people.
|
013 |
 |
The lean approach is to create truly dedicated product teams with all the skills needed…
|
054 |
