 |
…with more distance we can see more clearly the most important dimensions of the issue we’re facing.
|
170 |
 |
…’people issues’ are one of the most common frustrations shared by bosses – not sales, not profit… people!
|
4 |
 |
Some people hold back because they fear reprisal… People also don’t raise issues because of apathy.
|
119 |
 |
…people who have the courage to raise issues don’t do so to be difficult, but rather because they genuinely care about the organization.
|
121 |
 |
When we don’t address people issues, there are consequences for us, our department, and our organization.
|
132 |
 |
Too often we fail not because of our people, but through lack of courage to address people issues.
|
132 |
 |
You cannot abdicate your role as boss. When bosses fail to address employee issues personally and quickly, bad things happen.
|
145 |
 |
When a discussion is confronting real issues directly, it is never boring or irritating.
|
152 |
 |
The issues in my life are rarely about you. They are almost always about me.
|
83 |
 |
Trust creates an open culture in which everyone feels comfortable talking about issues as they arise.
|
133 |
