 |
We undervalue the ’emotional labor’ of being the boss.
|
004 |
 |
…emotional labor is not just part of the job, it’s the key to being a good boss.
|
005 |
 |
Guidance, team, and results: these are the responsibilities of any boss.
|
007 |
 |
Once people know what it feels like to have a good boss, it’s more natural for them to be a good boss.
|
013 |
 |
It happens all too often that bosses view employees as lesser beings who can be degraded without conscience; that employees view their bosses as tyrants to be toppled; and that peers view one another as enemy combatants.
|
026 |
 |
…people who are more concerned with getting to the right answer than with being right make the best bosses.
|
039 |
 |
If you can build a culture where people listen to one another, they will start to fix things you as the boss never even knew were broken.
|
088 |
 |
Trying to solve a problem that hasn’t been clearly defined is not likely to result in a good solution; debating a half-baked idea is likely to kill it. As the boss, you are the editor, not the author.
|
089 |
 |
…kick-ass bosses often do not decide themselves, but rather create a clear decision-making process that empowers the people closest to the facts to make as many decisions as possible.
|
099 |
 |
Don’t blow off those meetings with yourself or let others schedule over them any more than you would a meeting with your boss.
|
116 |
