 |
You have to be you for people to believe in you.
|
55 |
 |
As a boss, you must fully provide your direct reports with effective leadership and management. This takes time.
|
55 |
 |
Your people want the freedom to do what you’ve hired them to do, and they can get frustrated when you meddle with them while they’re trying to do it.
|
66 |
 |
Do what I say, not as I do’ doesn’t work.
|
70 |
 |
Great managers communicate to their direct reports in crystal-clear terms what role they are to play.
|
80 |
 |
Great bosses appreciate effort, but they focus on results.
|
84 |
 |
Unfortunately, bosses often assume they’re in sync with their direct reports because their people don’t openly challenge or disagree with them.
|
88 |
 |
Your job is to ensure that the dialogue is 80/20, where your direct report is doing 80 percent of the talking, and you’re doing 20%.
|
90 |
 |
As the boss, you must take the first step to keep the relationship from fraying.
|
99 |
 |
Don’t underestimate the power of recognition and the effectiveness of feedback, both positive and negative.
|
101 |
