 |
Delivering on time with high quality is a measure of success. If you do not deliver to expectations, projects will not be deemed as successful. You will not be deemed as successful.
|
25 |
 |
Exceptional leaders are fearless in setting their expectations of excellence in clear language before and during a project, as well as in the way they handle deviations from the expectations…
|
125 |
 |
Regardless of whether the culture matches what is written on the walls, what is important for you as a leader is to be very clear on your own expectations of excellence.
|
128 |
 |
When the formal expectations of excellence match the daily interactions, a powerful foundation is formed that enables the whole organization to rise to expectations of excellence.
|
137 |
 |
…if you define your expectations of excellence, the interactions that happen daily and throughout the year should also reflect those expectations.
|
140 |
 |
To be successful in getting your organization to be successful at meeting your expectations of excellence, you must provide the opportunity of time and resources to learn new skills.
|
147 |
 |
…if you want learning to occur, you must hold up the high bar of your expectations. This must not relent even when teams are falling short. Do not reward the sweat. Reward the results.
|
149 |
 |
If you want exceptional results, start toward your goals in the manner you expect to reach them – exceptionally!
|
158 |
 |
…within that diversity of ways to lead, exceptional leaders know that different circumstances call for different styles of leadership. The key is to make your expectations of leadership known.
|
183 |
 |
…exceptional leaders know what they expect, and they let the leaders they lead know what those expectations are.
|
186 |
