 |
The more experience you have, the more you realize that there is something seriously wrong with every employee in your company (including you). Nobody is perfect.
|
125 |
 |
To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors.
|
133 |
 |
It is particularly important that managers have the right kind of ambition, because anything else will be exceptionally demotivating for their employees.
|
155 |
 |
Nothing motivates a great employee more than a mission that’s so important that it supersedes everyone’s personal ambition.
|
156 |
 |
Without a well thought out, disciplined process for titles and promotions, your employees will become obsessed with the resulting inequities.
|
164 |
 |
A company is a team effort and, no matter how high an employee’s potential, you cannot get value from him unless he does his work in a manner in which he can be relied upon.
|
167 |
 |
The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
|
176 |
 |
During the [one-on-one] meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening.
|
177 |
 |
Every smart company values its employees. Perks are good, but they are not culture.
|
183 |
 |
Intellectually, it should be clear that it is easier for employees to go to one decision maker than two.
|
210 |
