 |
Unfortunately, many bosses who pay lip service to cooperation unwittingly implement reward systems that stomp it out.
|
105 |
 |
The best bosses do more than charge up people, and recruit and breed energizers. They eliminate the negative…
|
111 |
 |
Many organizations impose such rigid, legalistic, inhuman, and onerous evaluation procedures that these chores distract bosses from tending to their followers in more important ways.
|
114 |
 |
Bosses [should] spend less time on those endless routine chores (perhaps do a half-assed job on some that don’t matter much) and spend more time showing your people a little love.
|
115 |
 |
…smart bosses can spark performance by expressing confidence (in fact, overconfidence) in all their people.
|
116 |
 |
Irrational commitment to an anointed start who is really a loser can happen to any boss, no matter how experienced they are or how high the stakes.
|
118 |
 |
Developing the fine art of indifference and emotional detachment is part of becoming a boss with grit.
|
121 |
 |
…there are times when the ‘divide and conquer’ strategy is the best a boss can do.
|
122 |
 |
Good bosses don’t just get more out of their people and do it in more civilized ways; they attract and keep better people.
|
123 |
 |
In an ideal world, bosses would always manage work they understood deeply. But it isn’t always feasible.
|
134 |
