 |
…effective executives make the strengths of the boss productive.
|
1943 |
 |
Underlings have to constantly monitor what the boss is thinking: the boss doesn’t have to care.
|
237 |
 |
Smart bosses spend less time on day-to-day supervision of employees an more time thinking about the key strategic issues…
|
004 |
 |
Good bosses also spend time managing uncertainty and adapting the company’s strategy and structure by handling overall coordination between employees and units.
|
004 |
 |
If there are no formal bosses, informal ones will emerge.
|
006 |
 |
Contrary to popular opinion, the world is not becoming dominated by flatter, even bossless, network organizations.
|
006 |
 |
For most companies… the perils of the bossless company structure are roadblocks to profitability and growth.
|
016 |
 |
…for many everyday business activities, employees no longer need a boss to direct them to tasks or to monitor their progress. In fact, such involvement can be demotivating.
|
019 |
 |
…the kernel of truth in the bossless company narrative is that sometimes peer organization and peer monitoring beats supervision by middle managers.
|
032 |
 |
Good bosses design systems and architecture, even those bosses who locate decision-making at lower levels of the organization.
|
085 |
