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The problem is, for us to be led, there must be leaders we want to follow.
|
119 |
 |
Leaders who put a premium on numbers over lives are, more often than not, physically separated from the people they serve.
|
129 |
 |
E-mail response time it the single best predictor of whether employees are satisfied with their boss… The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.
|
208 |
 |
Most of us, in ways that we are not entirely aware of, automatically associate leadership ability with imposing physical stature.
|
88 |
 |
We have a sense of what a leader is supposed to look like, and that stereotype is so powerful that when someone fits it, we simply become blind to other considerations.
|
88 |
 |
The ways that senior leaders treat direct reports create numerous other ripple effects that travel down and across the hierarchy, shaping a company’s culture and performance.
|
18 |
 |
…the best leaders… use failure as an opportunity for learning rather than finger pointing.
|
78 |
 |
Don’t let your people fall prey to the blabbermouth theory of leadership.
|
130 |
 |
…the way that we lead can exacerbate the problems that both the pass-fail and the fixed nature of goals can create.
|
242 |
 |
Leaders commonly fall into the trap of evaluating people solely by whether they’ve achieved a goal or not. When they do that, they’re increasing the potential for escalation of commitment.
|
242 |
