 |
…with fewer middle managers to serve as buffers between bosses and employees, bosses become more powerful.
|
127 |
 |
A manager must convince employees that what they are doing is meaningful and appreciated.
|
160 |
 |
In a modern company, the knowledge crucial to success is dispersed across the employees and cannot all be concentrated at the the top management level.
|
262 |
 |
…while most decisions should be delegated to employees with superior knowledge of local conditions, overall authority… cannot be passed down the line.
|
263 |
 |
No matter how competent the new employee is, there is always a ramp-up.
|
015 |
 |
…the primary purpose of the 1:1 is not for the manager, it is for the employee.
|
016 |
 |
The most basic skill required for a competent manager is the willingness and ability to provide honest, timely, and constructive feedback to employees.
|
016 |
 |
It’s a stunning oversight: The biggest motivator of employees is nowhere on the radar of the average boss.
|
0 |
 |
When your employees are consulted, they will contribute. When they are empowered, they will act. When they are trusted, they will lead.
|
225 |
 |
In knowledge work… pushing employees into larger workloads can decrease both the quantity and quality of what they produce.
|
062 |
