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If employees are willing to offer their company the benefit of the doubt, they will give every new initiative a fighting chance, no matter how sensitive or controversial.

The manager role is to reach inside each employee and release his unique talents into performance.

Healthy companies need strong bonds to develop between each manager and each employee.

Defining the right outcomes does expect a lot out of employees, but there is probably no better way to nurture self-awareness and self-reliance in your people.

…with these outcomes defined, you can then avoid the time-wasting futility of trying to force everyone to satisfy their customers or treat their employees exactly the same way.

You can’t rewire people’s brains… all you can do is try to find roles within the new strategy that play to your employees’ talents.

Regardless of what employees want, the manager’s responsibility is to steer employees toward roles where they have the greatest chance of success.

Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system.

…a great manager must get to know his employees.

…if, after pulling out all the stops to manage around his nontalents, an employee still underperforms, the most likely explanation is that his talents do not match his role.