 |
…when leaders are fair and self-sacrificing, their employees become more loyal and committed to the company.
|
57 |
 |
Be human and show your employees that you care about them. Listen and create a culture of open communication. The results will speak for themselves.
|
57 |
 |
When the ends justify the means for managers, bad things happen to the workers who report to them.
|
3 |
 |
It’s unlikely that many of your directs… will automatically feel comfortable talking to you about anything at all.
|
13 |
 |
Your directs don’t see you as a nice person. I’m not saying that you’re not a nice person… But that’s not how your directs see you. They see you as their boss.
|
13 |
 |
It takes even more trust building in a manager-subordinate relationship than it does with friends.
|
14 |
 |
Just about the only place where feedback isn’t given, isn’t used, isn’t taken for granted is between managers and their directs.
|
19 |
 |
…like it or not, your relationship with your directs is a force multiplier.
|
49 |
 |
You Cannot Be Friends with Your Directs.
|
84 |
 |
With both of these ideas – social obligation and implied secrecy – friendships run afoul of a manager’s professional obligations.
|
87 |
