 |
Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
|
023 |
 |
…there is no such thing as the one right organization. There are only organizations, each of which has distinct strengths, distinct limitations, and specific applications.
|
068 |
 |
One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.
|
073 |
 |
…the first task of managers is to make effective the strengths of people. And this they can do only if they start out with the assumption that people – and especially managers and professional contributors – want to achieve.
|
267 |
 |
The purpose of an organization is to enable ordinary human beings to do extraordinary things. It is a means to make strengths productive and weaknesses irrelevant.
|
280 |
 |
A performance record must include mistakes. It must include failures. It must reveal a person’s limitations as well as strengths.
|
281 |
 |
The things a person cannot do are of little importance; instead, you must concentrate on the things they can do and determine whether they are the right strengths for this particular assignment.
|
310 |
 |
Concentrate on your strengths. Place yourself where your strengths can produce performance and results.
|
482 |
 |
The first secret of effectiveness is to understand the people with whom one works and on whom one depends, and to make use of their strengths, their ways of working, and their values.
|
494 |
 |
Giving is active – coaching others reminds you that you have something to offer. It convinces you that your bootstraps are strong enough to support you.
|
139 |
