 |
Consensus decisions about executives almost always sway the process away from strength and toward lack of weakness. It’s a lonely job, but somebody (only the CEO) has to do it.
|
129 |
 |
Hard things are hard because there are no easy answers or recipes. They are hard because your emotions are at odds with your logic. They are hard because you don’t know the answer and you cannot ask for help without showing weakness.
|
274 |
 |
Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
|
023 |
 |
…the common weakness of many organizations is, by and large, the lack of adequate concern for, and adequate work on, sideways relationships.
|
245 |
 |
The purpose of an organization is to enable ordinary human beings to do extraordinary things. It is a means to make strengths productive and weaknesses irrelevant.
|
280 |
 |
A performance record must include mistakes. It must include failures. It must reveal a person’s limitations as well as strengths.
|
281 |
 |
The things a person cannot do are of little importance; instead, you must concentrate on the things they can do and determine whether they are the right strengths for this particular assignment.
|
310 |
 |
There’s nothing wrong with taking criticism personally. Taking it personally shows you’re taking it seriously. Getting upset isn’t a mark of weakness or even defensiveness – as long as your ego doesn’t stand in the way of your learning.
|
057 |
 |
Being kind to yourself isn’t about ignoring your weaknesses. It’s about giving yourself permission to learn from your disappointments. We grow by embracing our shortcomings, not by punishing them.
|
075 |
 |
Weak leaders silence voice and shoot the messenger. Strong leaders welcome voice and thank the messenger. Great leaders build systems to amplify voice and elevate the messenger.
|
196 |
